Innovation – just another meaningless buzzword?

Innovation Road Sign with dramatic clouds and sky.

By Heather Cameron

As one of the trendiest terms of recent times, innovation has become familiar across the business world. But has its excessive use to refer to anything new effectively made the term a meaningless buzzword?

Lack of meaning

Certainly, critics argue that innovation is overvalued by its promoters and that it is what follows innovation that is really important.

An article published in Aeon magazine last year discusses this view. It highlights that over the last decade questions have been raised over the intrinsic value of innovation, citing a number of statements, including:

‘Innovation is in grave danger of becoming the latest overused buzzword’

‘Innovation died in 2008, killed off by overuse, misuse, narrowness, incrementalism and failure to evolve… In the end, “Innovation” proved to be weak as both a tactic and strategy in the face of economic and social turmoil.’

Even a professional innovation consultant interviewed for the Wall Street Journal said he had advised his clients to ban the word at their companies, describing it as just a ‘word to hide the lack of substance’.

The article suggests that maintenance and repair, the building of infrastructures, the labour that sustains functioning and efficient infrastructures, has more impact on people’s daily lives than the vast majority of technological innovations.

Indeed, an idea can be argued to be of little value on its own.

Meaningless or misinterpreted?

An array of definitions can be found for innovation, perhaps the most widely referred to being that of the OECD:

‘the implementation of a new or significantly improved product (good or service) or process, a new marketing method, or a new organisational method in business practices, workplace organisation or external relations’

The important term here is implementation. Other definitions similarly refer to innovation as the implementation of such things that add value. Therefore innovation isn’t just about the new idea/technology/process, it is about the application of it and the outcomes it achieves.

As a recent blog in the Huffington Post noted, while being ‘new’ matters to the definition of innovation, ‘it is far less important than the description of what’s achieved through innovation’.

With so many definitions, it is hardly surprising that innovation has not only been overused but has often been misused. In particular, it has often been used instead of invention. The difference between these two terms is that an invention is the creation of an idea whereas innovation is an activity or process that adds value.

As the Aeon article suggests, innovation isn’t technology and that highlighting maintenance ‘involves moving from buzzwords to values, and from means to ends‘.

Final thoughts

Perhaps the Aeon article’s conclusion sums things up pretty well:

Innovation-speak worships at the altar of change, but it rarely asks who benefits, to what end? A focus on maintenance provides opportunities to ask questions about what we really want out of technologies. What do we really care about? What kind of society do we want to live in? Will this help get us there? We must shift from means, including the technologies that underpin our everyday actions, to ends, including the many kinds of social beneficence and improvement that technology can offer.

Rather than labelling innovation as meaningless, perhaps it is more accurate to say that innovation means little on its own.


Follow us on Twitter to see what developments in public and social policy are interesting our research team. 

Digital Greenwich: a local council approach to smart cities

By Steven McGinty

According to research by Lucy Zodion, a leading designer and manufacturer of streetlighting equipment, smart cities are not deemed a priority for local government. The findings show that 80% of local authorities have little or no involvement with smart cities, and that only a few had specific teams managing smart city initiatives.

The research explains that the challenging financial environment was the main reason for the lack of prioritisation. However, it also finds despite funding challenges, some local councils have been successful at introducing initiatives, through working in partnership with private organisations and universities and encouraging local businesses to participate in developing solutions.

On our blog today, we’re going to look at the Royal Borough of Greenwich, a local council quietly leading the way in the smart cities revolution.

Greenwich Smart City Strategy

On the 22nd October 2015, Greenwich council officials launched their smart city strategy at the Digital Greenwich hub. Denise Hyland, Leader of the Royal Borough of Greenwich, outlined the council’s reasoning for investing in technology, explaining that:

In the face of the rapid increase in the borough’s population and in the face of globalization and technological change, we have to invest in the future and face these challenges head on, right now.”

The strategy introduces four key principles:

  • Inclusivity – the strategy will benefit all citizens, communities and neighbourhoods.
  • Citizen centric – citizen engagement will be transformed to ensure citizens are at the heart of policies and that their needs are met.
  • Transparency – citizens will be informed of changes and desired outcomes and accessible information will be provided to all citizens.
  • Standards and good practice – the Royal Borough of Greenwich will become a ‘learning organisation’, willing to listen and share ideas, and using evidence to inform decision-making.

The strategy also explains that it will transform four main areas:

  • Transforming Neighbourhoods and Communities – the council will reach out to the Boroughs diverse communities, including strengthening links with key organisations to improve the quality of life for citizens, and introducing projects to reduce digital exclusion and promote digital skills.
  • Transforming Infrastructure – the council will improve fixed and mobile connectivity in the Borough and encourage the widespread use of sensors in the built environment, to provide the building blocks for smart city projects.
  • Transforming Public Services – innovative pilot projects will be introduced to help ensure public services are co-ordinated and citizen-centric.
  • Transforming the Greenwich Economy – many jobs in Greenwich’s economy are vulnerable to automation, therefore the council will look to make businesses more resilient to technological change, as well as encourage the development of digital SMEs.

Bringing together the right team

Digital Greenwich has been established to develop and take forward Greenwich’s smart city strategy. The in-house, multidisciplinary team, provides expertise in the areas related to smart cities, such as the modern built environment, implementing Government as a Platform, and economic regeneration in the digital age.

The team will play an important role in shaping thinking, managing pilot projects to mitigate the risks of innovation, and ensuring that the council’s strategy is aligned with emerging practice.

 Partnerships

The ‘Sharing Cities’ Lighthouse programme

The ‘Sharing Cities’ Lighthouse programme is a €25m project, which involves cities from across Europe investigating how innovative technology can be used to improve the lives of citizens. As part of this programme, Greenwich will act as a demonstrator area and trial several initiatives, including:

  • introducing 300 smart parking bays to help drivers find parking quickly and conveniently
  • developing a shared electric bicycle and car scheme to reduce the number of citizens using private cars
  • installing solar panels in local homes to improve energy efficiency
  • using the River Thames to provide affordable heating for local homes.

Digital Greenwich and Surrey University

On 27th July 2016, Digital Greenwich and the University of Surrey set up a partnership to develop smart city technologies, with a focus on creating ‘resource-efficient, low-carbon, healthy and liveable neighbourhoods’.  The Digital Greenwich team will now have access to the university’s 5G Innovation Centre (5GIC), which will enable it to develop and trial smart city solutions. The university have highlighted that the centre’s 5G infrastructure (the next generation of communications technology) will provide the opportunity to scale solutions to a city or national level.

The university’s 5GIC is funded by a £12 million grant from the Higher Education Funding Council.

Leader of the Royal Borough of Greenwich, Denise Hyland, commented that the new partnership will act as a ‘valuable catalyst’ to their smart city strategy and help strength the Borough’s economy and improve services.

Involving industry

GATEway (Greenwich Automated Transport Environment)

GATEway is a collaborative project involving academia, government and industry in the field of automated vehicle research. It’s led by TRL, the UK’s transport research centre, and has several aims, including:

  • safely and efficiently integrating automated transport systems into real life smart city environments
  • inspiring industry, government and the wider public to engage with using autonomous transport technology
  • understanding the technical, legal, cultural and social barriers that impact the adoption of autonomous transport technology

One of the companies involved in the research (based at the Digital Greenwich Innovation Centre) is Phoenix Wings Ltd, who specialise in innovative mobility solutions, fleet management and autonomous vehicle technology. In 2014, they announced ‘Navia’, the first commercially available 100% driverless shuttle.

The GATEway project is funded by an £8 million grant by industry and Innovate UK.

Final thoughts

The Institute of Fiscal Studies (IFS) have highlighted that local council spending power reduced by 23.4% in real terms between 2009–10 and 2014–15. This is clearly significant, particularly when there is pressure to meet greater demands.

However, to conclude, we’ll leave you with the comments of Professor Gary Hamel, a leading management expert,

My argument is the more difficult the economic times, the more one is tempted to retrench, the more radical innovation becomes the only way forwards. In a discontinuous world, only radical innovation will create new wealth.”


Follow us on Twitter to see what developments in public and social policy are interesting our research team. If you found this interesting, you may also like to read our other digital articles:

The public-private sector: working in partnership to create innovative digital solutions

By Steven McGinty

When most people think of public-private sector technology collaboration the word ‘controversy’ isn’t too far behind. High profile failures such as the Home Office’s immigration computer system (which cost the taxpayer £224 million) and NHS Connecting for Health (which cost £9 billion over 10 years), have made both the public and politicians wary of investing in large-scale digital projects.

So, it wasn’t too surprising when the Cabinet Office announced in January that it was conducting a review of government IT contracts.

 Why do digital projects fail?

In 2003, the Parliamentary Office of Science and Technology published a report outlining the key reasons why digital projects struggle to meet expectations:

  • Fast moving technology – technology differs from other projects in that advances are so rapid that technologies can become obsolete by the time a project is complete.
  • Defining requirements – a study by the British Computing Society found poor management of requirements as the main reason for failure of the Home Office’s immigration system.
  • Complexity – IT projects can be complex, and it’s not always possible to estimate the full extent of the difficulty of a project.
  • Oversight – staff can find it difficult to judge the success of project during its development (particularly non-technical staff).
  • Interoperability – IT projects generally involve different systems. It can be challenging to ensure that these systems interact, particularly if no plan has been developed.
  • Limited skills – many software developers do not have formal qualifications and there is a shortage of senior developers to undertake projects.

Why should the public-private sector collaborate?

In a recent interview with Business Voice, Stephen Foreshew-Cain, Government Digital Service (GDS) executive director, explained his views on the private sector. He stated:

I want the private sector to understand that we are open for business and we need suppliers as part of the ecosystem

In some respects, Mr Foreshew-Cain was addressing his remarks to those involved in the digital sector interested in new opportunities. But he understands that the government cannot achieve digital transformation on its own, not just because of the rapid changes in technology, but also the challenges in recruiting the right skills. For instance, the traditionally long recruitment process in the civil service can act as a barrier when digital skills are in high demand.

He also suggests that ‘insourcing’ (only developing projects within the public sector) is not the way forward, and that government should be tapping into the UK’s world leading digital sector.

Digital Marketplace  

The GDS has created the Digital Marketplace, an online platform which aims to make procurement as simple and fast as possible for the public sector and suppliers. In his interview, Mr Foreshew-Cain explained that the marketplace allows the public sector bodies to access the skills and services they need, whilst providing digital innovators with an opportunity to grow and develop their ideas, in a way that directly benefits the government.

He also highlighted the success of the Digital Marketplace, with over £1 billion in contracts being awarded, including over half to small and medium-sized enterprises (SMEs).

Key factors for successful collaboration

Rob Lamb, Cloud Business Director at the EMC multinational data storage corporation, has outlined a number of actions that the UK must take to benefit from digital technology. These include:

  • Information – It’s important that technology is more than just websites, and that data is used to provide meaningful insights to business and the public sector.
  • Clustering experts – traditional organisations and digital innovators need to be given opportunities to collaborate to solve problems and share good practice.
  • Government role – public sector organisations should embrace new technologies, open up as many data sets as possible, as well as introduce a framework for data analytics (so customers can be assured that data is being managed appropriately).

 Innovative practice – Civtech

In July 2016, the Scottish Government announced the launch of Civtech, a pilot project which encourages entrepreneurs, start-ups and small and medium-sized businesses (SMEs) to develop innovative solutions to public sector problems.

Unconventionally, the tender does not include pre-determined solutions, instead opting to pose six open questions, known as ‘challenges’, and inviting participants to provide answers. These include:

  • How can we get health and social care data and analysis to the widest possible audience?
  • How can we make our data publications more accessible and appealing?
  • How can we use technology to design smart roads?

The project involves a number of stages, including the ‘exploration stage’ where sponsoring public sector organisations work with teams to develop their solutions. At each stage funding is available, with companies keeping their own intellectual property and equity.

This approach may provide a viable alternative to the more traditional methods of procuring digital services.

Final thoughts

Public-private sector collaborative projects fail for a number of reasons. However, if the public sector is to progress with digital transformation, it must allow the private sector to play active role in the ‘eco-system’. The real debate going forward should focus on how we address challenges and provide the environment for successful public-private sector collaboration.


Follow us on Twitter to see what developments in public and social policy are interesting our research team. If you found this article interesting, you may also like to read: