Open innovation communication: Improving strategy implementation in the public sector

Authors

  • Amelia Cina
  • Stephen Cummings

DOI:

https://doi.org/10.26686/pq.v14i1.4753

Keywords:

strategic implementation, public sector strategy, innovation, Better Public Services, integrated strategy development, silo

Abstract

When Jørgen Knudstorp took over as CEO of the LEGO group in 2004, the toy company was in a state of decline.1 A lack of innovation and loss of market position led to the group posting their first loss in 1998. LEGO had lost sight of the needs of their customers. “We were not making toys that were sufficiently interesting to children. We failed to innovate enough,” commented executive vice-president of the group Mads Nipper (The Telegraph, 2009).

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Published

2018-03-15

Issue

Vol. 14 No. 1 (2018): Policy Quarterly

Section

Articles

License

Permission: In the interest of promoting debate and wider dissemination, the IGPS encourages use of all or part of the articles appearing in PQ, where there is no element of commercial gain. Appropriate acknowledgement of both author and source should be made in all cases. The IGPS retains copyright. Please direct requests for permission to reprint articles from this publication to igps@vuw.ac.nz.