Presentation at Amcham EU ExCo Innovation Conference - panelist on the track "Social And Public Sector Innovation". The presentation is available on Amcham EU\'s page as well as a summary of the conference.

1. <Insert Picture Here>
Social/Societal & Public Sector Innovation
Christian Wernberg-Tougaard, Director, Social Welfare,
Oracle Public Sector, EMEA
christian.wernberg-tougaard@oracle.com

2. About me ...
• Christian Wernberg-Tougaard
• Leads Social Welfare Practice @ Oracle Industry
Business Unit on Public Sector, EMEA
• Nordic Public Sector Industry Lead
• Macro economist
• Worked with the impact of ICT on Public Sector for the
last 15 years, including being:
• Senior expert for the Danish Government /
Parliament on technology issues
• Member of Governments eVoting comittee.
• Expert for the European Commission (eInclusion
Policy Support Program) and the European
Parliament (RFID and Identity Management STOA).
• Different director roles in EMEA for IT-industry
companies working with Business Development,
Strategic Marketing, Innovation & Transformation.
Worked as a Management consultant
• Head of Sector Danish Ministry of Science
• Chairman of The Danish Board for Greater IT-security
• Member of ENISA’s Permanent Stakeholder Group

3. Global recession + ”age bomb”
Strong
• Unlike the weather, every government is trying to do
response
something about it.
everywhere
Painful • This is a tough process – very painful for every country in
Transformation the world … and for the citizens.
Governments • Governments are forced to act – and how will this impact
must act ICT and investments in infrastructure of tomorrow ?
Future • Most countries will be challenged by demographic changes
challenges – Governments need to envisage Government solutions that
ahead encompass these changes.
”Now” is the time to innovate in Public Sector

4. Age Bomb (Denmark)

5. Age Bomb (Denmark)

6. Public Sector Innovation (I)
Public sector investment and actions
• Public Sector should be a key driver in improving the
climate for innovation in the EU
• New technology, new methodologies not adapted by
public sector.
Strong (EU?) PS Leadership for Innovation
• Widespread NIH (Not-Invented-Here) syndrome
• Widespread lack of buying power to utilize (and
commerciallize) innovations to fuel growth.

7. Public Sector Innovation (II)
Impact and opportunities of financial crunch
• Efficient, effective, agile and adaptive government: a
prerequisite for the future.
• Can only happen through transformation of both
operation and management.
Future calls for sharing
• Shared service/cloud: incremental innovation rather
than breakthrough innovation
• Next generation Government based on the impact of I-
net generation: THE KNOWLEDGE INNOVATORS.

8. Areas of Innovation of Public Sector
• Organization • Services • Technology
• Cross-functional • Trend towards • Robotics in
service ”Appliances” rather Eldercare
• Cloud and BPO than
box+application
• Home Care
services
• More citizens / • Widespread
• Standardized
platforms and company service RFID usage
”service focus • Mobile
collaboration” • Efficient back devices
• Sharing of office to ”free” usage in PS
resources cross resources to front
• Cloud and
Public Sector. office.
BPO/ASP
• Maturity of • Automating/STP =
services.
Change Straight Through
Processing

9. Examples on Public Sector Innovation
Denmark: PWT – fund (Public Welfare Technologies)
• Strategy focused on fueling PS adaptation of technology between ”research” and
”commercial” available in order to counter the ”age bomb”.
Germany: National RFID strategy
• Visionary strategy on how RFID technology can empower Public Sector business.
And utilize buying power to create new industry.
UK: Ministry of Justice
• 53k employees / 128 prisons / managed service delivery
• Single view of all prisons operational spend and performance, releasing savings
of 125m euro /annum to fund additional prison officers in each of the prisons.
Sweden: Social Security Agency
• Utilized full automation of 12.000 – often changed – Policy rules for detal reform.
• Created triple win (citizens, dentists and Public Sector).
• The agency saves several hundred FTE by moving from semi-manual to Straigh-
Through-Processing (STP).

10. What to remember ...
EU must facilitate a culture change among Public Sector Institutions.
”No more NIH”.
Now is the right time to invest in innovation – and utilize the PS buying power /
procurement power to create industries by commercialization of innovation.
Efficient, effective, agile and adaptive government: Adapting new ideas and
concepts can bring us there.
The Young will want to utilize new ways of working and new technologies.
And there is not enough “warm hands” to serve the growing elder-communities.
We need societal innovation that ensures that ALL citizens benefits from the
“Digitized Service Society”. Innovation in eInclusion.

11. Public Sector at a cross-road