Government Innovation & Transformation
Government Innovation & Transformation
We help governments develop strategies and roadmaps to drive transformation at a national level, across, and involving multiple ministries
Our bespoke solutions for the public sector has been translated into multiple country blueprints. We help create fresh, implementable solutions and initiatives for various challenges while identifying new opportunities for advancement in the public sector.
Some of the areas we work on:
- Develop bespoke strategies and blueprints to drive transformation at a national level.
- Develop a robust understanding of trends that are driving transformation at a national level.
- Create roadmaps to enhance national level strategies relating to innovation, regulation and entrepreneurship.
- Establish measures and parameters to monitor and determine extent of innovation & transformation within a country or ecosystem.
- Design effective training and development strategies for public sector personnel. We built upon Nesta (UK)’s Competency Model for Innovation Leaders to equip personnel with capabilities to manage the current dynamic ecosystems.
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Based on our experience, we have developed a 4M Model towards accelerating the transformation within public sector. |
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This is complemented by our approach towards institutionalising the change, comprising of 8 core concepts. |
OUR WORK
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Regulatory Framework for Online Healthcare ServicesAlpha Catalyst developed a Regulatory Framework for online healthcare services (OHS) on behalf of the Ministry of Health Malaysia. The scope included benchmarking practices, incentives and regulations in a number of leading countries which could be emulated. An in-depth analysis and review of all Acts and Regulations relating to OHS in Malaysia were done with recommendations towards modifications to enable OHS to be practised. A complete framework which included the ideal regulatory principles and instruments, together with a roadmap for implementation, and competencies required was also put forth. This included software specifications for setting up a Regulatory Lab, including its monitoring parameters to enable a live-testing ground. A host of primary and secondary stakeholders were engaged throughout the different stages of the project to obtain feedback.
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Engaged by Nesta as an in-country partner for the Global Innovation Policy Accelerator (GIPA) project - A development programme for innovation policy leaders and managers, at the ASEAN level. GIPA is done in collaboration with Innovate UK , funded through the UK government’s Newton Fund. Alpha Catalyst (AC) was responsible for carrying out the scoping research study, designing a focus area for Malaysia to work on, in addition to identifying and engaging suitable individuals for the programme. Subsequently, AC oversaw the project in Malaysia, facilitated interactions, where necessary and reported back to the UK team on progress made.
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The National Corporate Innovation Index (NCII) Project was initiated to measure the level of innovation within large organisations (i.e. Public Listed Companies (PLCs) and Government Linked Companies (GLCs) in Malaysia), enabling policy makers to develop data driven policies for driving innovation. The ultimate goal was to increase innovation output and raise Malaysia’s rankings on the international innovation scene. During the project, benchmarking exercises were conducted using both Malaysian and international innovation measures to ensure the robustness of the study.
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Entrepreneurship education in the Higher Learning Institutions (HLIs) have been recognised as essential for increasing graduate employability and combating unemployment amongst graduates. This project was initiated to assess the achievements of Malaysia’s strategic plan for spurring entrepreneurship education in HLIs. ACC engaged with entrepreneurship centres within various HLIs, students (past and present), lecturers as well as key members of corporate and public sector organisations (including policy makers).
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The project, commissioned by the Malaysian Multimedia Development Corporation (MDeC), aimed to accelerate the growth of Multimedia Super Corridor (MSC) companies in Malaysia (specifically SMEs within the ICT sector) through an Open Innovation methodology with a modified structure. This methodology was pioneered by ACC based on our understanding of the challenges within the ecosystem in Malaysia. Suitable MSC companies were identified, trained in our proprietary innovation framework and given guidance on how to propose innovative IT solutions that can deliver value to larger host organisations.
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The 1MIT Innovation Tournament was aimed at introducing the subject of innovation to students within the Higher Learning Institutions in Malaysia. Its aim was to facilitate and strengthen the interaction between the corporate sector and academia. This was enhanced with a forum between the corporate sector and academia to understand the issues and challenges faced by both parties. ACC worked closely with the client’s innovation driven leadership and team to gain a deeper understanding of the key motivators of its millennial talent.
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This publication presents the results of a pilot project, which tests the relevance of the Malaysian National Corporate Innovation Index to small and medium-sized enterprises (SMEs). Azim Pawanchik, Dr Suraya Sulaiman and Aina Zahari of Alpha Catalyst Consulting were responsible for Phase I of NCII and much of the research that preceded it.
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Impact Analysis Study on Public-Private Research Network initiative
An assessment of the state and effectiveness of Public Private Research Network initiative over the past 4 years, since its inception. The study encompasses delivering recommendations for the programme, both at a strategic and operational level.
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National Innovation Strategy Study
National Innovation Strategy Study for the Special Innovation Unit, Prime Minister’s Office. This focused on how the country can drive innovation within large companies; both within public listed companies and within the GLCs. Some of the policy recommendations were subsequently carried forward for implementation.
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PUBLIC SECTORS WE HAVE WORKED WITH
