Governments from around the world are witnessing a strategic push to support the development and use of emerging technologies such as artificial intelligence, digital transactions and hybrid computing. This happens through inter-agency communities of practice and business incubation centers, which are often supported by government entities.

The most prominent mindsets that matter to innovators

Global evidence suggests that technology breaks down barriers and boosts productivity when using AI tools. But the biggest obstacles to technological innovation in governments are not related to technical errors or glitches; rather, the unclear challenges we face to ensure open minds and secure sources of funding. It has been shown by hard evidence that the success of innovators in governments depends on six commonalities.

• Commitment stemming from a passion for providing government services.
• Embody a self-driving personality.
• Love to help others, whether they are members of the community or dealers.
• The ability to experiment without fear of failure.
• Self-confidence and lack of arrogance.
• Possess self-motivation and motivation supported by curiosity and overcoming challenges.

Collaborative mindset. Successful case studies of government technology projects have revealed that collaboration and teamwork are the most important elements of success. The leaders of these projects showed high dynamism, eagerness to share ideas and concepts, and boldness in listening to various opinions, even negative ones. Successful application experiments have resulted in a number of basic abilities that characterize the cooperative mindset, which are:

• Ability to build core groups and networks of experts across different fields that complement each other.
• Dexterity in transcending the traditional boundaries of a department or department.
• Willingness and genuine desire to share the results of success.
• Excel in managing expectations and building ambassadors to support projects.
• Exceptional ability to participate in many networks of innovators.
• The ability to transcend traditional boundaries that governed past ideas and practices.

Adaptive mindset. Individuals who led successful initiatives were shown to have an adaptive mindset. Proof of this is their desire to do the same things in different ways and methods. These leaders saw themselves as objective thinkers and strategists who were aware of the current situation and able to think about improvement by doing things differently. Other features of this mindset include:

• Willingness to experiment and adapt based on intended and unintended outcomes.
• Strong focus on emerging technologies and how they can be adapted.
• The motivation stemming from trying to improve processes that positively affect the experience of the individual or customer.
• Recognize that innovation is a creative process that is linked to people and governance and is not limited to technology itself.

The mindset that masters emerging technology. Not all innovations depend on technology; there are creative innovations that are far from it. However, the successful implementation of technical projects depends on technology. Therefore, those responsible for these projects are prepared to attract technologies to address and address challenges. This enables project and implementation leaders to track the latest technologies and applications and understand the interrelationships between how emerging technologies work together as a single system or package of services. Other features and characteristics of the mindset based on harnessing and benefiting from emerging technologies have been noted:

• Confidence in the program's methodology and directions.
• Firm recognition and appreciation of the limits of technology.
• Deep understanding of the challenge to be dealt with with appropriate solutions.
• Boldness in the search for answers and solutions to technical challenges.
• The ability to change course when insurmountable obstacles arise.

Leadership Mindset. Innovation leaders in successful projects are usually in positions of influence, but they are role models of successful leadership stemming from high self-confidence and humility at the same time. They also have the qualities of a leader who inspires those around them and has a proven track record that deserves all the respect from the senior leadership and their teams. Other traits of a leadership mindset include:

• Self-confidence and the ability to inspire others.
• Know the right time to back down to allow others to take over.
• Concern for the greater interest and not in self-fulfillment and personal desires.
• Encourage risk-taking, but logically and rationally.
• Openness, accepting new ideas and approaches, and explaining this to others.
• A role model in establishing high standards of honesty and ethics.

In brief Innovation leaders must convince their leadership of their need to improve, develop and test plans, and get the funding to implement them. They should define what success means, be willing to change it if necessary, and devise a way to measure progress. But to achieve all that, What is needed is the right person in the right place and with the right mindset.

Source:

https://www.nextgov.com/ideas/2020/07/mindsets-innovatorsgovernment/167237/