The Innovation System of the Public Service of Brazil

Foreword
Acknowledgements
Executive Summary
1 Introduction
	Why is a focus on innovation necessary?
	Why is a focus on innovation needed within the Public Service of Brazil?
	Purpose and methodology of the study
	A system is made up of details, but details can distract from seeing the system
	An ongoing journey
	References
2 Brazil’s historical innovation journey
	Stitching together a fragmented history
	Tracing the innovation journey
		The 1930s to the 1980s: An ongoing emphasis on debureaucratisation
		The 1990s: A period of reform influenced by New Public Management
		The 2000s: Modernisation and eGovernment
		The 2010s: A growing emphasis on innovation
	A timeline of key milestones
	Patterns and trends in the historical journey
		A legalistic system
		A recurrent focus on debureaucratisation
		An ongoing emphasis on the citizen
		A strong emphasis on controls and corruption
		A focus on social control and citizen participation
		Attention to digital transformation
		As an agenda, innovation has gained momentum but has not yet integrated into the narrative of the Public Service of Brazil
		There is complexity in a dynamic context
	Implications of the historical journey
	Integrating innovation
	References
	Note
3 National public sector innovation systems
	What might cause a public sector innovation shortfall?
	How might a public sector innovation shortfall be addressed?
		Innovation must be seen as an ongoing capability
		A deliberate and self-sustaining approach to innovation
	Existing knowledge about the innovation system of the Public Service of Brazil
	The innovation determinants model
		A multi-layered perspective
		Core determinants of innovation and their manifestations at the different levels
		What the determinants look like at the system level
		The determinants in practice
			Clarity – “the quality of being certain or definite”
			Parity – “the state or condition of being equal”
			Suitability – “the quality of being right or appropriate for a particular person, purpose, or situation”
			Normality – “the condition of being normal; the state of being usual, typical, or expected”
	Ensuring that innovation not only occurs, but that it occurs in a suitable mix
	How much innovation?
		The impact of any one innovation is hard to quantify
		Innovation is a dynamic process
		There is no optimal amount of innovation
	System stewardship
	The need for a deliberate approach
	References
4 The lived experience of innovation within the Brazilian civil service
	Making observations of the “lived experience”
	What does innovation look and feel like in the Public Service of Brazil?
		Is innovation in the Public Service occurring at the individual, organisational or systemic level?
		The lived experience and the determinants of innovation
			Clarity
			Parity
			Suitability
			Normality
			An overview of Brazil’s lived experience of innovation through the lens of the innovation determinants model
		A tentative portfolio perspective
		Stewardship of the innovation system of the Public Service of Brazil
	Summary
	What impact have existing interventions had?
	References
5 Appraising the progress to date
	Five lenses for appraising existing initiatives
	Lens 1: To what extent do existing initiatives contribute to clarity about innovation?
		Actors understand what innovation means
		Actors understand innovation in relation to other priorities and agendas
		Actors understand the roles played in the innovation system
		Actors see how innovation fits with the shared history and context
		Summary
	Lens 2: To what extent do existing initiatives contribute to parity of innovation?
		Processes are open to challenge
		Bottlenecks can be circumvented
		Allies can be found
		Risk and uncertainty can be navigated
		Summary
	Lens 3: To what extent do current initiatives contribute to suitability for innovation?
		Learning from those keeping pace with external change
		Socialising technologies (and their implications)
		Exploring new operational models
		Keeping track of changing expectations
		Summary
	Lens 4: To what extent do current initiatives contribute to normality around innovation?
		Behaviours to support innovation
		Linking innovation and regular business
		Socialising innovation
		Upholding innovation
		Summary
	Lens 5: To what extent do current initiatives contribute to stewardship of the innovation system?
	Summary
	The functioning of a dynamic system can only truly be appreciated over time
	References
6 Using scenarios to help guide an evolving system
	Scenarios of what could be
	The “Zero” scenario: The system continues “as is”
		The risks of the “Zero” Scenario
		The implications of the “Zero” Scenario
	Scenario One: Building on and extending the system
		The risks of Scenario One
		The implications of Scenario One
	Scenario Two: Radical transformation of the system
		The risks of Scenario Two
		The implications of Scenario Two
	Whatever the future, there will be trade-offs
7 Conclusion: Moving innovation from the sporadic to the systemic
	The story so far
	Acknowledging what has been achieved
	Key areas of opportunity
		Actions for the whole-of-system
		Actions for central actors as a group
		Actions for the Ministry of Economy
		Actions for control bodies
		Actions for ENAP
		Actions for other individual agencies as system actors
	An ongoing journey
Annex A. Terms of reference
Annex B. Study participants
Annex C. Further information