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systemic innovation, where a new or improved way for parts of the public that real leaders put themselves last and are willing to sacrifice themselves
sector to operate and interact with stakeholders is introduced. for the sake of others. They create an environment where people feel
safe – what he calls the “Circle of Safety”. The principle was inspired by
As public officials, we need to be receptive and pro-active in recognising leadership dynamics in the US Marine Corps, where Sinek observes that
the types of innovation needed in our organisations, and take active steps higher ranked officers eat last.
to ensure that innovation takes place to enhance our service to the rakyat.
We must not innovate or introduce something new just because we think There are three key takeaways from the book that I would like to share
that it is something needed. We must stop being a “supply-driven” public with all of you.
service but instead, enhance engagement and be “demand-driven” –
provide services that are requested by the rakyat, that fit their needs, and
not our whims and fancies.
Exceptional organisations have cultures in which the leaders provide cover from
The Australian Government has developed a Public Sector Innovation above, and the people on the ground look out for each other. Real leaders minimise
Toolkit, to assist individual public servants, public sector teams and or take away distractions so that the team can perform well;
agencies who want to increase the extent and effectiveness of their
innovation efforts. I would like to encourage all of us here today to look Leaders of great organisations do not see people as a commodity to be manipulated
into references like these, as a guide for us when we embark on innovation for the sake of merely making money. Leaders need to truly embrace the value of
efforts in our own Ministries and Agencies. And perhaps it is time we have people and not merely see them as a commodity. A leader’s legacy is measured by
our own toolkit. the strength of the foundation they leave behind for others to continue to advance
the organisation; and
Innovation cannot happen without people to drive it. And as participants
of the ALMP, all of you here are leaders in your own organisations. Simon Leaders of organisations, who rise through the ranks not because they want it, but
Sinek, the author of the book Leaders Eat Last (2014) discussed the idea because the tribe keeps offering higher status out of gratitude for their willingness
to sacrifice, are the true leaders worthy of our trust and loyalty. Leadership is not a
race. It is not a competition with winners or losers. To lead is to serve.

Services
Innovation
As leaders in your own organisations, it is critical that you are committed
Services Delivery to helping others and “eat last”. In doing so, you create a Circle of Safety,
Administrative / which is an environment of trust, respect and co-operation where teams
Organisational Innovation
can thrive to produce desired outcomes for the organisation.
Conceptual Innovation
I hope that all of you will remain committed in ensuring the successful
Policy Innovation
implementation of the national agenda for the betterment of the rakyat
and country. More importantly for this evening, I would like to hear from
Systemic Innovation you your views on innovation in the public sector, and what is being done
in your organisations. Are you doing enough? Is your organisation doing
the right thing? And are you eating last?
SIX TYPES OF With that, I would like to thank INTAN for organising the ALMP course,
INNOVATION IN and I look forward to hearing your views and ideas after this.
THE PUBLIC SECTOR

Speech at the Interaction Session with Participants of the Advanced Leadership & Management Programme.
20 November 2014, National Institute of Public Administration, Bukit Kiara, Kuala Lumpur.

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