Government After Shock – an experiment in global, collective learning 0 (0)

The OECD event entitled "Government after Shock," which took place on 17 and 18 November 2020, was organized to trigger critical thinking on the effects of the COVID-19 pandemic. The objective of this event was to guide governments and society towards a better future, operating differently. That way, they can escape from the situation they were in before the pandemic.

The November 17 event consisted of more than 65 local and thematic discussions, attended by more than 5,500 citizens, professionals, heads of government, and others involved. On November 18, a global forum was held, with heads of government and other professionals who discussed the global impact of the crisis and explored the various paths emerging as we emerge from it.

The enthusiastic participation of people from all over the world in the "Government after Shock" event showed that people care and see this time as a turning point for governments and society. The knowledge gained from this event aims to give impetus to changes based on the lessons learned from the crisis, summarized in the following points:

  • Faced with the crisis, Governments can work efficiently and function beyond the status quo.
  • They can

Innovation Development Guide: 6 steps to introduce a public organization to the innovation cycle 0 (0)

Developing a culture of innovation in any organization, even in a public organization, is an ongoing, complex, and cyclical process that requires the application of a series of steps, methodologies, and tools to be efficient.

The Department of Innovation and Best Practices of the General Secretariat for Human Resources is designing an electronic tool, the Innovation Development Guide. It will help public sector executives identify critical points in the innovation cycle and create the conditions that will promote innovation in their organization in a systematic and documented way.

The purpose of the Guide is to introduce innovation in every public organization, either at the level of strategic planning or the level of projects and actions, recognizing basic concepts and principles such as exploration, search for ideas, experimentation, pilot application, etc.

We believe that innovation is a permanent mechanism of the administrative redesign, a continuous process, which starts from the stage of problem definition and gradually results in improvement.

In the Innovation Development Guide, we take into account the data the department has managed, through the innovations we have received and processed in the Innovation Observatory, the Innovation Barometer, feedback from the Innovation Network, and the conclusions


Workshop on the facets of innovation: What do the executives of the Greek public administration think about the management of innovation in their organization? 0 (0)

On the occasion of the online conference organized by the Department of Innovation and Best Practices of the Ministry of Interior on November 17, 2020, for innovation in the public sector and the search for the next day after the Covid-19 pandemic, we had the opportunity to hold a workshop for innovation strategic planning, with the participation of Greek public administration executives.

How we designed the workshop

The workshop had three sections and was interactive to enable participants to get a glimpse of the OECD model of public sector innovation facets, to understand the model through examples from the Greek public administration, and to tell us their impressions of innovation management in their organization.

More specifically:

  • In the first part, using the OECD model of innovation facets, we presented the importance of having an integrated portfolio of innovation management in public organizations. We developed management theory through the model, the four aspects of innovation, and what it means to properly manage an innovation portfolio. For this section, we warmly thank the OECD staff for their support and the material they provided.
  • In the second part, we presented five innovation practices by the Greek public administration, which public organizations submitted

Online Business Consultant on Covid-19 0 (0)

Innovation Description

To substantially support the business world during the Covid-19 pandemic crisis, EBEA took the initiative and created a modern and authoritative "Electronic Information & Business Consulting Service on coronavirus-related issues". The briefing covers current issues related to Covid-19, tax issues, legislation, insurance, and labor issues as well as the posting of supporting slips and forms.


To provide substantial information and business assistance to deal with the effects of the Covid-19 crisis as effectively as possible. To date, 448 articles have been posted (laws/circulars / JMC etc.) specialized in covid-19 by a special group of consultants (SOL), coded with tags for easy retrieval. Already 107 registered Users-Businesses use the service, while 55 personalized questions have been answered by a special group of consultants (SOL). There is also automatic indexing and sending an e-mail to users (2,000 e-mails have already been sent).


The service was developed by outsourcing the project to a private company.

Maintaining and integrating innovation after the COVID-19 crisis

The business support and support service can continue to operate after the Covid-19 pandemic crisis.

Organization: Athens Chamber of Commerce and Industry (EBEA)

Scope: National

Policy area: Οικονομία, Δημόσια Διοίκηση

Issue to be resolved: Business


Total Quality Management Tools and Applications 0 (0)

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