Strategy and policy design
There are 20 items in this category.
Singapore is changing fast. As a nation, it is on a path to an ambitious and future-facing digital transformation while continuing to grow as a regional hub for ASEAN countries and Asia more broadly.
For ThinkPlace’s fast-growing Singapore studio, these themes – so integral to the continued importance of the city-state – are inextricably bound to our own rapid growth across 2018 and beyond.
The words used by the Department of the Prime Minster and Cabinet to describe the nature of the problem say so much.
“The prevalence of domestic and family violence and sexual assault in Australia is alarmingly high,” the department’s website says.
“The National Plan recognizes that violence against women and their children is a complex problem that requires a long-term plan for action.”
What will the Australian Public Service look like in 2030?
What capabilities will it need? What skills will be required of those that make up its ranks?
And what will be the challenges that they face as they aim to provide first-class services for the Australian people?
These questions and more are being asked around Canberra as the Thodey Review into the Australian Public Service gains steam.
It’s an ambitious goal to say the least: attempting to transform the way an entire nation makes and executes public policy.
But it’s one that is well-suited to the ThinkPlace methodology and a challenge that our Wellington studio - working with a coalition of policy leaders, young analysts and all those in between - took on with relish.
Maybe we should just blame Harvard.
In the mid 1940s, students at the Ivy League business school hit upon a new way of thinking about their coursework. Catchy words or phrases that seemed to recur in their lectures and reading were noted down, to be later redeployed. The more they did this, the better their results trended.
In a piece of nomenclature that inevitably spread across the world they called them “buzzwords”.
Organisations are increasingly seeking to re-deploy their people to higher priority work. They are looking for productivity improvements to get more from their organisation’s resources. They suspect they have resources locked up in their existing structures and that they are not organised optimally. Some teams are over-stretched while others have spare capacity or are working on lower priorities. Organisations also know that a restructure will just substitute one sub-optimal arrangement for another. So what can they do?