Country and Region: Global

Selected Readings on Economic Impact of Open Data

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The Living Library’s Selected Readings series seeks to build a knowledge base on innovative approaches for improving the effectiveness and legitimacy of governance. This curated and annotated collection of recommended works on the topic of open data was originally published in 2014.

Open data is publicly available data – often released by governments, scientists, and occasionally private companies – that is made available for anyone to use, in a machine-readable format, free of charge. Considerable attention has been devoted to the economic potential of open data for businesses and other organizations, and it is now widely accepted that open data plays an important role in spurring innovation, growth, and job creation. From new business models to innovation in local governance, open data is being quickly adopted as a valuable resource at many levels.

Measuring and analyzing the economic impact of open data in a systematic way is challenging, and governments as well as other providers of open data seek to provide access to the data in a standardized way. As governmental transparency increases and open data changes business models and activities in many economic sectors, it is important to understand best practices for releasing and using non-proprietary, public information. Costs, social challenges, and technical barriers also influence the economic impact of open data.

These selected readings are intended as a first step in the direction of answering the question of if we can and how we consider if opening data spurs economic impact.

Selected Reading List (in alphabetical order)

Annotated Selected Reading List (in alphabetical order)

Bonina, Carla. New Business Models and the Values of Open Data: Definitions, Challenges, and Opportunities. NEMODE 3K – Small Grants Call 2013. http://bit.ly/1xGf9oe

  • In this paper, Dr. Carla Bonina provides an introduction to open data and open data business models, evaluating their potential economic value and identifying future challenges for the effectiveness of open data, such as personal data and privacy, the emerging data divide, and the costs of collecting, producing and releasing open (government) data.

Carpenter, John and Phil Watts. Assessing the Value of OS OpenData™ to the Economy of Great Britain – Synopsis. June 2013. Accessed July 25, 2014. http://bit.ly/1rTLVUE

  • John Carpenter and Phil Watts of Ordnance Survey undertook a study to examine the economic impact of open data to the economy of Great Britain. Using a variety of methods such as case studies, interviews, downlad analysis, adoption rates, impact calculation, and CGE modeling, the authors estimates that the OS OpenData initiative will deliver a net of increase in GDP of £13 – 28.5 million for Great Britain in 2013.

Capgemini Consulting. The Open Data Economy: Unlocking Economic Value by Opening Government and Public Data. Capgemini Consulting. Accessed July 24, 2014. http://bit.ly/1n7MR02

  • This report explores how governments are leveraging open data for economic benefits. Through using a compariative approach, the authors study important open data from organizational, technological, social and political perspectives. The study highlights the potential of open data to drive profit through increasing the effectiveness of benchmarking and other data-driven business strategies.

Deloitte. Open Growth: Stimulating Demand for Open Data in the UK. Deloitte Analytics. December 2012. Accessed July 24, 2014. http://bit.ly/1oeFhks

  • This early paper on open data by Deloitte uses case studies and statistical analysis on open government data to create models of businesses using open data. They also review the market supply and demand of open government data in emerging sectors of the economy.

Gruen, Nicholas, John Houghton and Richard Tooth. Open for Business: How Open Data Can Help Achieve the G20 Growth Target.  Accessed July 24, 2014, http://bit.ly/UOmBRe

  • This report highlights the potential economic value of the open data agenda in Australia and the G20. The report provides an initial literature review on the economic value of open data, as well as a asset of case studies on the economic value of open data, and a set of recommendations for how open data can help the G20 and Australia achieve target objectives in the areas of trade, finance, fiscal and monetary policy, anti-corruption, employment, energy, and infrastructure.

Heusser, Felipe I. Understanding Open Government Data and Addressing Its Impact (draft version). World Wide Web Foundation. http://bit.ly/1o9Egym

  • The World Wide Web Foundation, in collaboration with IDRC has begun a research network to explore the impacts of open data in developing countries. In addition to the Web Foundation and IDRC, the network includes the Berkman Center for Internet and Society at Harvard, the Open Development Technology Alliance and Practical Participation.

Howard, Alex. San Francisco Looks to Tap Into the Open Data Economy. O’Reilly Radar: Insight, Analysis, and Reach about Emerging Technologies.  October 19, 2012.  Accessed July 24, 2014. http://oreil.ly/1qNRt3h

  • Alex Howard points to San Francisco as one of the first municipalities in the United States to embrace an open data platform.  He outlines how open data has driven innovation in local governance.  Moreover, he discusses the potential impact of open data on job creation and government technology infrastructure in the City and County of San Francisco.

Huijboom, Noor and Tijs Van den Broek. Open Data: An International Comparison of Strategies. European Journal of ePractice. March 2011. Accessed July 24, 2014.  http://bit.ly/1AE24jq

  • This article examines five countries and their open data strategies, identifying key features, main barriers, and drivers of progress for of open data programs. The authors outline the key challenges facing European, and other national open data policies, highlighting the emerging role open data initiatives are playing in political and administrative agendas around the world.

Manyika, J., Michael Chui, Diana Farrell, Steve Van Kuiken, Peter Groves, and Elizabeth Almasi Doshi. Open Data: Unlocking Innovation and Performance with Liquid Innovation. McKinsey Global Institute. October 2013. Accessed July 24, 2014.  http://bit.ly/1lgDX0v

  • This research focuses on quantifying the potential value of open data in seven “domains” in the global economy: education, transportation, consumer products, electricity, oil and gas, health care, and consumer finance.

Moore, Alida. Congressional Transparency Caucus: How Open Data Creates Jobs. April 2, 2014. Accessed July 30, 2014. Socrata. http://bit.ly/1n7OJpp

  • Socrata provides a summary of the March 24th briefing of the Congressional Transparency Caucus on the need to increase government transparency through adopting open data initiatives. They include key takeaways from the panel discussion, as well as their role in making open data available for businesses.

Stott, Andrew. Open Data for Economic Growth. The World Bank. June 25, 2014. Accessed July 24, 2014. http://bit.ly/1n7PRJF

  • In this report, The World Bank examines the evidence for the economic potential of open data, holding that the economic potential is quite large, despite a variation in the published estimates, and difficulties assessing its potential methodologically. They provide five archetypes of businesses using open data, and provides recommendations for governments trying to maximize economic growth from open data.

Sharing Data Is a Form of Corporate Philanthropy

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Matt Stempeck in HBR Blog:  “Ever since the International Charter on Space and Major Disasters was signed in 1999, satellite companies like DMC International Imaging have had a clear protocol with which to provide valuable imagery to public actors in times of crisis. In a single week this February, DMCii tasked its fleet of satellites on flooding in the United Kingdom, fires in India, floods in Zimbabwe, and snow in South Korea. Official crisis response departments and relevant UN departments can request on-demand access to the visuals captured by these “eyes in the sky” to better assess damage and coordinate relief efforts.

DMCii is a private company, yet it provides enormous value to the public and social sectors simply by periodically sharing its data.
Back on Earth, companies create, collect, and mine data in their day-to-day business. This data has quickly emerged as one of this century’s most vital assets. Public sector and social good organizations may not have access to the same amount, quality, or frequency of data. This imbalance has inspired a new category of corporate giving foreshadowed by the 1999 Space Charter: data philanthropy.
The satellite imagery example is an area of obvious societal value, but data philanthropy holds even stronger potential closer to home, where a wide range of private companies could give back in meaningful ways by contributing data to public actors. Consider two promising contexts for data philanthropy: responsive cities and academic research.
The centralized institutions of the 20th century allowed for the most sophisticated economic and urban planning to date. But in recent decades, the information revolution has helped the private sector speed ahead in data aggregation, analysis, and applications. It’s well known that there’s enormous value in real-time usage of data in the private sector, but there are similarly huge gains to be won in the application of real-time data to mitigate common challenges.
What if sharing economy companies shared their real-time housing, transit, and economic data with city governments or public interest groups? For example, Uber maintains a “God’s Eye view” of every driver on the road in a city:
stempeck2
Imagine combining this single data feed with an entire portfolio of real-time information. An early leader in this space is the City of Chicago’s urban data dashboard, WindyGrid. The dashboard aggregates an ever-growing variety of public datasets to allow for more intelligent urban management.
stempeck3
Over time, we could design responsive cities that react to this data. A responsive city is one where services, infrastructure, and even policies can flexibly respond to the rhythms of its denizens in real-time. Private sector data contributions could greatly accelerate these nascent efforts.
Data philanthropy could similarly benefit academia. Access to data remains an unfortunate barrier to entry for many researchers. The result is that only researchers with access to certain data, such as full-volume social media streams, can analyze and produce knowledge from this compelling information. Twitter, for example, sells access to a range of real-time APIs to marketing platforms, but the price point often exceeds researchers’ budgets. To accelerate the pursuit of knowledge, Twitter has piloted a program called Data Grants offering access to segments of their real-time global trove to select groups of researchers. With this program, academics and other researchers can apply to receive access to relevant bulk data downloads, such as an period of time before and after an election, or a certain geographic area.
Humanitarian response, urban planning, and academia are just three sectors within which private data can be donated to improve the public condition. There are many more possible applications possible, but few examples to date. For companies looking to expand their corporate social responsibility initiatives, sharing data should be part of the conversation…
Companies considering data philanthropy can take the following steps:

  • Inventory the information your company produces, collects, and analyzes. Consider which data would be easy to share and which data will require long-term effort.
  • Think who could benefit from this information. Who in your community doesn’t have access to this information?
  • Who could be harmed by the release of this data? If the datasets are about people, have they consented to its release? (i.e. don’t pull a Facebook emotional manipulation experiment).
  • Begin conversations with relevant public agencies and nonprofit partners to get a sense of the sort of information they might find valuable and their capacity to work with the formats you might eventually make available.
  • If you expect an onslaught of interest, an application process can help qualify partnership opportunities to maximize positive impact relative to time invested in the program.
  • Consider how you’ll handle distribution of the data to partners. Even if you don’t have the resources to set up an API, regular releases of bulk data could still provide enormous value to organizations used to relying on less-frequently updated government indices.
  • Consider your needs regarding privacy and anonymization. Strip the data of anything remotely resembling personally identifiable information (here are some guidelines).
  • If you’re making data available to researchers, plan to allow researchers to publish their results without obstruction. You might also require them to share the findings with the world under Open Access terms….”

'Big Data' Will Change How You Play, See the Doctor, Even Eat

Curated on Posted on by Stefaan Verhulst

We’re entering an age of personal big data, and its impact on our lives will surpass that of the Internet. Data will answer questions we could never before answer with certainty—everyday questions like whether that dress actually makes you look fat, or profound questions about precisely how long you will live.

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Every 20 years or so, a powerful technology moves from the realm of backroom expertise and into the hands of the masses. In the late-1970s, computing made that transition—from mainframes in glass-enclosed rooms to personal computers on desks. In the late 1990s, the first web browsers made networks, which had been for science labs and the military, accessible to any of us, giving birth to the modern Internet.

Each transition touched off an explosion of innovation and reshaped work and leisure. In 1975, 50,000 PCs were in use worldwide. Twenty years later: 225 million. The number of Internet users in 1995 hit 16 million. Today it’s more than 3 billion. In much of the world, it’s hard to imagine life without constant access to both computing and networks.

The 2010s will be the coming-out party for data. Gathering, accessing and gleaning insights from vast and deep data has been a capability locked inside enterprises long enough. Cloud computing and mobile devices now make it possible to stand in a bathroom line at a baseball game while tapping into massive computing power and databases. On the other end, connected devices such as the Nest thermostat or Fitbit health monitor and apps on smartphones increasingly collect new kinds of information about everyday personal actions and habits, turning it into data about ourselves.

More than 80 percent of data today is unstructured: tangles of YouTube videos, news stories, academic papers, social network comments. Unstructured data has been almost impossible to search for, analyze and mix with other data. A new generation of computers—cognitive computing systems that learn from data—will read tweets or e-books or watch video, and comprehend its content. Somewhat like brains, these systems can link diverse bits of data to come up with real answers, not just search results.

Such systems can work in natural language. The progenitor is the IBM Watson computer that won on Jeopardy in 2011. Next-generation Watsons will work like a super-powered Google. (Google today is a data-searching wimp compared with what’s coming.)

Sports offers a glimpse into the data age. Last season the NBA installed in every arena technology that can “watch” a game and record, in 48 minutes of action, more than 4 million data points about every movement and shot. That alone could yield new insights for NBA coaches, such as which group of five players most efficiently passes the ball around….

Think again about life before personal computing and the Internet. Even if someone told you that you’d eventually carry a computer in your pocket that was always connected to global networks, you would’ve had a hard time imagining what that meant—imagining WhatsApp, Siri, Pandora, Uber, Evernote, Tinder.

As data about everything becomes ubiquitous and democratized, layered on top of computing and networks, it will touch off the most spectacular technology explosion yet. We can see the early stages now. “Big data” doesn’t even begin to describe the enormity of what’s coming next.”

Chief Executive of Nesta on the Future of Government Innovation

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Interview between Rahim Kanani and Geoff Mulgan, CEO of NESTA and member of the MacArthur Research Network on Opening Governance: “Our aspiration is to become a global center of expertise on all kinds of innovation, from how to back creative business start-ups and how to shape innovations tools such as challenge prizes, to helping governments act as catalysts for new solutions,” explained Geoff Mulgan, chief executive of Nesta, the UK’s innovation foundation. In an interview with Mulgan, we discussed their new report, published in partnership with Bloomberg Philanthropies, which highlights 20 of the world’s top innovation teams in government. Mulgan and I also discussed the founding and evolution of Nesta over the past few years, and leadership lessons from his time inside and outside government.
Rahim Kanani: When we talk about ‘innovations in government’, isn’t that an oxymoron?
Geoff Mulgan: Governments have always innovated. The Internet and World Wide Web both originated in public organizations, and governments are constantly developing new ideas, from public health systems to carbon trading schemes, online tax filing to high speed rail networks.  But they’re much less systematic at innovation than the best in business and science.  There are very few job roles, especially at senior levels, few budgets, and few teams or units.  So although there are plenty of creative individuals in the public sector, they succeed despite, not because of the systems around them. Risk-taking is punished not rewarded.   Over the last century, by contrast, the best businesses have learned how to run R&D departments, product development teams, open innovation processes and reasonably sophisticated ways of tracking investments and returns.
Kanani: This new report, published in partnership with Bloomberg Philanthropies, highlights 20 of the world’s most effective innovation teams in government working to address a range of issues, from reducing murder rates to promoting economic growth. Before I get to the results, how did this project come about, and why is it so important?
Mulgan: If you fail to generate new ideas, test them and scale the ones that work, it’s inevitable that productivity will stagnate and governments will fail to keep up with public expectations, particularly when waves of new technology—from smart phones and the cloud to big data—are opening up dramatic new possibilities.  Mayor Bloomberg has been a leading advocate for innovation in the public sector, and in New York he showed the virtues of energetic experiment, combined with rigorous measurement of results.  In the UK, organizations like Nesta have approached innovation in a very similar way, so it seemed timely to collaborate on a study of the state of the field, particularly since we were regularly being approached by governments wanting to set up new teams and asking for guidance.
Kanani: Where are some of the most effective innovation teams working on these issues, and how did you find them?
Mulgan: In our own work at Nesta, we’ve regularly sought out the best innovation teams that we could learn from and this study made it possible to do that more systematically, focusing in particular on the teams within national and city governments.  They vary greatly, but all the best ones are achieving impact with relatively slim resources.  Some are based in central governments, like Mindlab in Denmark, which has pioneered the use of design methods to reshape government services, from small business licensing to welfare.  SITRA in Finland has been going for decades as a public technology agency, and more recently has switched its attention to innovation in public services. For example, providing mobile tools to help patients manage their own healthcare.   In the city of Seoul, the Mayor set up an innovation team to accelerate the adoption of ‘sharing’ tools, so that people could share things like cars, freeing money for other things.  In south Australia the government set up an innovation agency that has been pioneering radical ways of helping troubled families, mobilizing families to help other families.
Kanani: What surprised you the most about the outcomes of this research?
Mulgan: Perhaps the biggest surprise has been the speed with which this idea is spreading.  Since we started the research, we’ve come across new teams being created in dozens of countries, from Canada and New Zealand to Cambodia and Chile.  China has set up a mobile technology lab for city governments.  Mexico City and many others have set up labs focused on creative uses of open data.  A batch of cities across the US supported by Bloomberg Philanthropy—from Memphis and New Orleans to Boston and Philadelphia—are now showing impressive results and persuading others to copy them.
 

Open Data for economic growth: the latest evidence

Curated on Posted on by Stefaan Verhulst

Andrew Stott at the Worldbank OpenData Blog: “One of the key policy drivers for Open Data has been to drive economic growth and business innovation. There’s a growing amount of evidence and analysis not only for the total potential economic benefit but also for some of the ways in which this is coming about. This evidence is summarised and reviewed in a new World Bank paper published today.
There’s a range of studies that suggest that the potential prize from Open Data could be enormous – including an estimate of $3-5 trillion a year globally from McKinsey Global Institute and an estimate of $13 trillion cumulative over the next 5 years in the G20 countries.  There are supporting studies of the value of Open Data to certain sectors in certain countries – for instance $20 billion a year to Agriculture in the US – and of the value of key datasets such as geospatial data.  All these support the conclusion that the economic potential is at least significant – although with a range from “significant” to “extremely significant”!
At least some of this benefit is already being realised by new companies that have sprung up to deliver new, innovative, data-rich services and by older companies improving their efficiency by using open data to optimise their operations. Five main business archetypes have been identified – suppliers, aggregators, enrichers, application developers and enablers. What’s more there are at least four companies which did not exist ten years ago, which are driven by Open Data, and which are each now valued at around $1 billion or more. Somewhat surprisingly the drive to exploit Open Data is coming from outside the traditional “ICT sector” – although the ICT sector is supplying many of the tools required.
It’s also becoming clear that if countries want to maximise their gain from Open Data the role of government needs to go beyond simply publishing some data on a website. Governments need to be:

  • Suppliers – of the data that business need
  • Leaders – making sure that municipalities, state owned enterprises and public services operated by the private sector also release important data
  • Catalysts – nurturing a thriving ecosystem of data users, coders and application developers and incubating new, data-driven businesses
  • Users – using Open Data themselves to overcome the barriers to using data within government and innovating new ways to use the data they collect to improve public services and government efficiency.

Nevertheless, most of the evidence for big economic benefits for Open Data comes from the developed world. So on Wednesday the World Bank is holding an open seminar to examine critically “Can Open Data Boost Economic Growth and Prosperity” in developing countries. Please join us and join the debate!
Learn more:

Recent progress in Open Data production and consumption

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Examples from a Governmental institute (SMHI) and a collaborative EU research project (SWITCH-ON) by Arheimer, Berit; and Falkenroth, Esa: “The Swedish Meteorological and Hydrological Institute (SMHI) has a long tradition both in producing and consuming open data on a national, European and global scale. It is also promoting community building among water scientists in Europe by participating in and initiating collaborative projects. This presentation will exemplify the contemporary European movement imposed by the INSPIRE directive and the Open Data Strategy, by showing the progress in openness and shift in attitudes during the last decade when handling Research Data and Public Sector Information at a national European institute. Moreover, the presentation will inform about a recently started collaborative project (EU FP7 project No 603587) coordinated by SMHI and called SWITCH-ON http://water-switch-on.eu/. The project addresses water concerns and currently untapped potential of open data for improved water management across the EU. The overall goal of the project is to make use of open data, and add value to society by repurposing and refining data from various sources. SWITCH-ON will establish new forms of water research and facilitate the development of new products and services based on principles of sharing and community building in the water society. The SWITCH-ON objectives are to use open data for implementing: 1) an innovative spatial information platform with open data tailored for direct water assessments, 2) an entirely new form of collaborative research for water-related sciences, 3) fourteen new operational products and services dedicated to appointed end-users, 4) new business and knowledge to inform individual and collective decisions in line with the Europe’s smart growth and environmental objectives. The presentation will discuss challenges, progress and opportunities with the open data strategy, based on the experiences from working both at a Governmental institute and being part of the global research community.”

Can Experts Solve Poverty?

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The #GlobalPOV Project: “We all have experts in our lives. Computer experts, plumbing experts, legal experts — you name the problem, and there is someone out there who specializes in addressing that problem. Whether it’s a broken car, a computer glitch, or even a broken heart – call the expert, they’ll fix us right up.
So who do we call when society is broken? Who do we call when over a billion people live in poverty, unable to meet the basic requirements to sustain their lives? Or when the wealthiest 2% of the world owns 50% of the world’s assets?
We call experts, of course: poverty experts. But — who is a poverty expert, and can experts solve poverty?
VIDEO:

The #GlobalPOV Project is a program of the Global Poverty and Practice (GPP) Minor. Based at the Blum Center for Developing Economies, University of California, Berkeley, the GPP Minor creates new ways of thinking about poverty, inequality and undertaking poverty action.
Website: http://blumcenter.berkeley.edu/globalpov“

European Commission encourages re-use of public sector data

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Press Release: “Today, the European Commission is publishing guidelines to help Member States benefit from the revised Directive on the re-use of public sector information (PSI Directive). These guidelines explain for example how to give access to weather data, traffic data, property asset data and maps. Open data can be used as the basis for innovative value-added services and products, such as mobile apps, which encourage investment in data-driven sectors. The guidelines published today are based on a detailed consultation and cover issues such as:

  1. Licencing: guidelines on when public bodies can allow the re-use of documents without conditions or licences; gives conditions under which the re-use of personal data is possible. For example:

  • Public sector bodies should not impose licences when a simple notice is sufficient;

  • Open licences available on the web, such as several “Creative Commons” licences can facilitate the re-use of public sector data without the need to develop custom-made licences;

  • Attribution requirement is sufficient in most cases of PSI re-use.

  1. Datasets: presents five thematic dataset categories that businesses and other potential re-users are mostly interested in and could thus be given priority for being made available for re-use. For example:

  • Postcodes, national and local maps;

  • Weather, land and water quality, energy consumption, emission levels and other environmental and earth data;

  • Transport data: public transport timetables, road works, traffic information;

  • Statistics: GDP, age, health, unemployment, income, education etc.;

  • Company and business registers.

  1. Cost: gives an overview on how public sector bodies, including libraries, museums and archives, should calculate the amount they should charge re-users for data. For example:

  • Where digital documents are downloaded electronically a no‑cost policy is recommended;

  • For cost-recovery charging, any income generated in the process of collecting or producing documents, e.g. from registration fees or taxes, should be subtracted from the total costs incurred so as to establish the ‘net cost’ of collection, production, reproduction and dissemination.

European Commission Vice President @NeelieKroesEU said: “This guidance will help all of us benefit from the wealth of information public bodies hold. Opening and re-using this data will lead to many new businesses and convenient services.“

An independent report carried out by the consultants McKinsey in 2013 claimed that open data re-use could boost the global economy hugely; and a 2013 Spanish studyfound that commercial re-users in Spain could employ around 10,000 people and reach a business volume of €900 million….”

See also Speech by Neelie Kroes: Embracing the open opportunity

Introduction to Open Geospatial Consortium (OGC) Standards

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Joseph McGenn; Dominic Taylor; Gail Millin-Chalabi (Editor); Kamie Kitmitto (Editor) at Jorum : “The onset of the Information Age and Digital Revolution has created a knowledge based society where the internet acts as a global platform for the sharing of information. In a geospatial context, this resulted in an advancement of techniques in how we acquire, study and share geographic information and with the development of Geographic Information Systems (GIS), locational services, and online mapping, spatial data has never been more abundant. The transformation to this digital era has not been without its drawbacks, and a forty year lack of common polices to data sharing has resulted in compatibility issues and great diversity in how software and data are delivered. Essential to the sharing of spatial information is interoperability, where different programmes can exchange and open data from various sources seamlessly. Applying universal standards across a sector provides interoperable solutions. The Open Geospatial Consortium (OGC) facilitates interoperability by providing open standard specifications which organisations can use to develop geospatial software. This means that two separate pieces of software or platforms, if developed using open standard specifications, can exchange data without compatibility issues. By defining these specifications and standards the OGC plays a crucial role in how geospatial information is shared on a global scale. Standard specifications are the invisible glue that holds information systems together, without which, data sharing generally would be an arduous task. On some level they keep the world spinning and this course will instil some appreciation for them from a geospatial perspective. This course introduces users to the OGC and all the common standards in the context of geoportals and mapping solutions. These standards are defined and explored using a number of platforms and interoperability is demonstrated in a practical sense. Finally, users will implement these standards to develop their own platforms for sharing geospatial information.”

i-teams

Curated on Posted on by Stefaan Verhulst

New Report and Site from NESTA: “Last year we were aware of the growing trend for governments to set up innovation teams, funds, and labs. Yet who are they? What do they do? And crucially, are they making any difference for their host and partner governments? Together Nesta and Bloomberg Philanthropies set out to answer these questions.
Drawing on an in-depth literature review, over 80 interviews, and  surveys, i-teams tells the stories of 20 teams, units and funds, all are established by government, and all are charged with making innovation happen. The i-teams case studied are based in city, regional and national governments across six continents, and work across the spectrum of innovation – from focusing on incremental improvements to aiming for radical transformations.
The i-teams were all created in recognition that governments need dedicated structures, capabilities and space to allow innovation to happen. Beyond this, the i-teams work in different ways, drawing on a mix of methods, approaches, skills, resources, and tackling challenges as diverse as reducing murder rates to improving education attainment.
The i-teams report details the different ways in which these twenty i-teams operate, but to highlight a few:

  • The Behavioural Insights Team designs trials to test policy ideas, and achieved government savings of around 22 times the cost of the team in the first two years of operation.
  • MindLab is a Danish unit using human centred design as a way to identify problems and develop policy recommendations. One project helped businesses to find the right industry code for registrations and demonstrated a 21:1 return on investment in savings to government and businesses.
  • New Orleans Innovation Delivery Team is based in city hall and is tasked with solving mayoral challenges. Their public safety efforts led to a 20% reduction in the number of murders in 2013 compared to the previous year.
  • PS21 encourages staff to find better ways of improving Singaporean public services. An evaluation of PS21 estimated that over a year it generated 520,000 suggestions from staff, of which approximately 60 per cent were implemented, leading to savings of around £55 million.

Alongside the report we have launched theiteams.org a living map to keep track of i-teams developing and emerging around the world, and to create a network of global government innovators. As James Anderson from Bloomberg Philanthropies says, “There’s no reason for every government to start its innovation efforts from scratch.” There is much we can learn from what is underway, what’s working and what’s not, to ensure all i-teams are using the most cutting edge techniques, methods and approaches….”

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