The strategic value of an accelerator program

When asked about my journey to government I often say that I “followed the cookie crumbs”. It is no secret that government services often do not meet the expectations of citizens or their needs. I have experienced it first hand as a citizen and as a non-profit leader. …

The Rationale for a Parallel Learning Structure in Government

I have recently been tasked with designing and testing a parralel learning structure to aid in the capture and sharing of insights and recommendations for systems change. The intention is that this will enable my government to remain agile beyond the crisis.

Knowing that many other governments are launching, or…

Knowing the Difference Between Drywall and a Load Bearing Wall

As a homeowner I have so many ideas for change and improvement. Most often those ideas remain just that: ideas. “Better not pull up that floor, who knows what I’ll find under there”, I caution myself. “Don’t want to have the roof fall in trying to open up this room…

Lessons I learned from Dubai The Model Centre

The low-hanging fruit of efficiency and improvement have been picked. Deeper changes to the way the public service operates are required to achieve performance excellence in government.

In the past three years I have had the privilege of being part of the Hamdan bin Mohammed Award for Smart Government in…

Transformation Is Not An Internal Consultancy

The term transformation is thrown around A LOT. This post is a plea for organizations and teams in the public sector to dig deeper, beyond using the term as a branding exercise. The post uses digital as the example but this plea applies equally to any transformation effort (including and…

Each month in the Government of New Brunswick, public servants convene in a colourful, street-level, open work environment with plenty of wall space and whiteboard surfaces. They are here for the regular Public Innovation 101 workshop.

Neither the look nor the feel of the space resembles a traditional government meeting…

Every public service touchpoint is a handshake that subconsciously defines our relationship with government.

Gracen introduced me to the concept of the loose doorknob effect

Gracen Johnson introduced me to the concept of the loose doorknob effect many moons ago when she posted an Instagram story that stuck with me.

She writes:

“Doorknobs are a part of your home that you interact with every day. …

We need to transform what we measure in government

Metrics, metrics, metrics. In government we track A LOT of information, largely quantitative, about our activities and desired outcomes. Theoretically this should help government actors track progress against work plans, action plans, project plans, strategies, priority projects, etc. and communicate that progress to their managers, executives, cabinet and the public.

It’s not a place. It’s something we create.

My 8 year old brought up the most interesting dinner conversation the other day.

He said, “Daddy, do you know why we can’t predict the future”?

“That’s a really interesting question! Why can’t we predict the future”, I asked.

“Because we’re all creating it together, all the time”.



Nick Scott

I want to change the system / je veux changer le système #collectiveimpact #opengov #opengovNB #opendata #socinn #psilabs #govmaker @rrpsnbsprn @nou_lab

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