I believe in developing approaches that those closest to the problem want, need, and get excited about.
In practice this means a robust co-design model which is responsive to highly contentious stakeholder environments, and often tremendously difficult operating environments. This can be summarised as the 4Ds:
Discovery of stakeholder perspectives, and best practices from peer institutions. This often includes listening exercises with internal staff; and with hard-to-reach groups that are normally marginalised in policy-making.
Definition of the real underlying problem, taking into account both (i) systems and processes, and (ii) people and culture. This involves a range of quantitative and qualitative methods to help us “make sense” of what we have discovered.
Development of context-specific solutions with key stakeholders. In many cases this involves rapid prototyping, or a formal pilot, to “stress-test” and build ownership.
Delivery through a structured pilot, and iteration. In many situations this includes accompaniment of key staff to help them deal with new and unfamiliar challenges, and operational trouble-shooting where needed.
This represents a full innovation cycle, and should of course be adjusted to needs in the specific case. I am more than happy to provide informal input on specific questions within this range.