Government Innovation

Lab in Thailand

Office of the Public Sector Development Commission
Office of the Public Sector Development Commission
(OPDC) discharges its functions in accordance with Section
3/1 of the Public Administration Act (No. 5) of 2002 (B.E.
2545) and the Royal Decree on Criteria and Procedures for
Good Public Governance of 2003 (B.E. 2546). The office
serves as Secretariat of the Public Sector Development
Commission (PDC). This involves advising the cabinet on
public sector reform agendas, covering such multiple areas
as structure, budgeting, human resource management,
ethics, remunerations, and other relevant issues.
OPDC works to move Thai public sector forward based
upon the principles of good public governance in order to
become an effective and efficient mechanism for sustainable
national development. OPDC also promotes and develops
excellence in public services of government agencies,
leverages service efficiency and innovation for easy access
and diversity to meet the real needs of the people upon public
engagement and openness basis in line with the policy of
“Good Governance for Better Life”.
www.opdc.go.th
59/1 Pitsanuloke Road, Dusit,
Bangkok 10300, Thailand
Tel (66) 2 356 9999
Fax (66) 2 281 7882
Government Innovation Lab
in Thailand
Cooperation between Office of the
Public Sector Development Commission
and the United Nations Development
Programme in Thailand
UNDP Thailand
UNDP works in some 170 countries to support the achieve-
ment of the Sustainable Development Goals. UNDP has
been present in Thailand for more than 50 years as a
trusted partner of the Royal Thai Government and people of
Thailand. Working as part of the UN Country Team, UNDP
aims to advance inclusive sustainable and human-centred
development for all people in Thailand. In all our activities,
we encourage the protection of human rights, and the
empowerment of women, minorities and the poorest and
most vulnerable.
In Thailand, UNDP works with a broad range of partners
to provide policy advice, technical expertise and imple-
mentation support in areas such as environmental and
biodiversity conservation, climate change adaptation and
mitigation, anti-corruption, community livelihoods, and
government and social innovation.
www.undp.org
www.th.undp.org
February 2018
Copyright © UNDP 2018
All Rights Reserved
United Nations Development Programme
12th Floor, United Nations Building,
Rajdamnern Nok Avenue,
Bangkok 10200, Thailand
Tel. (66) 2 304 9100
Disclaimer: The views, designations and recommendations
that are represented in this publication are not necessarily
reflect the official position of UNDP or OPDC.
004
Foreword OPDC
The rapid pace of change in the technological
advancement and modernization of societies,
namely urbanization, aging society, climate
change, social media, and social amplification
of risk offers entirely new ways of addressing
problems and challenges of disruptive changes
and behaviors. At this point, current governments
from around the world need to propose sound
public policy involving policy cycles such as
formulating, implementing and evaluating policy
as well as public service management. The Thai
government has been transforming itself to
respond to the public’s needs with more precise,
agile, and economical public services, regardless
of place and time.
The Royal Thai Government, under the Prime
Minister Prayut Chan-o-cha, has recently
promoted a new economic model called “Thailand
4.0”, steering Thailand from an efficiency-driven
to innovation-driven economy with the ultimate
aim of “Security, Prosperity, and Sustainability”.
To transit from the middle-income trap to become
a high-income country, strength from within
coupled with global connectivity are required.
A huge challenge for the Thai public sector is to
adapt the current policy planning and offer an
effective and suitable means of addressing the
challenges of Thailand 4.0 by upholding the
principles of Good Governance focusing on
“Better Governance, Happier Citizens.” Viewed
this way, government transformation is vital to
gain the credibility and trust of the public through:
1. Open and connected government
2. Citizen-centric government
3. Smart and high-performance government
In recognition of these challenges, the Office
of the Public Sector Development Commission
(OPDC) has initiated the Government Innovation
Lab (Thailand) and deployed a “Design Thinking”
approach which focuses on customers through
public collaboration for innovation development in
government services. It leads to solutions that are
progressively refined through an iterative process
of providing a voice to end-users and engaging
them in shaping decisions (professional empathy
and co-creation); of considering multiple causes
of and diversified perspectives to the problems
at hand (scaling); and experimenting with initial
ideas (prototyping and testing). The prototype has
been developed and tested to ensure the highest
quality of public service delivery and the reduction
of budget problems. The “Design Thinking”
approach is consistent with the Philosophy of
the late Thai King Rama IX which is “Understand,
Access and Develop.”
Finally, OPDC is greatly appreciative to all staff
and the GovLab Team who have been truly
dedicated to contributing a “toolkit” which offers
lessons learned and profound alterations in the
content of the design thinking approach. Following
these values, this toolkit will bring many valuable
lessons for not only government officials, but also
citizens. Thus, this toolkit is expected to build a
strong, solidarity and leverage public service
delivery and ultimately building trust and
confidence.
Thosaporn Sirisumphand
Secretary-General of OPDC
December 2017
Foreward UNDP
With the objective of empowering people’s
lives and building resilient nations, the United
Nations Development Program (UNDP) advo-
cates for change by supporting countries to
achieve the Sustainable Development Goals
(SDGs). As part of the UN Country Team in
Thailand, UNDP works to advance inclusive,
sustainable and human-centred development
for all people in Thailand. In an increasingly
connected world where rapid changes and
constant disruption are part of the “new
normal”, identifying the problems and finding
the appropriate solutions for the people have
never been more challenging. UNDP
recognizes that innovation, especially in the
public sector, has great potential in driving
change for a better society.
In line with “Thailand 4.0” – the national
d e v e l opme n t stra te gy to c re a te a n
innovation-driven economy – the Government
Innovation Lab is a joint initiative between the
Office of Public Sector Development Commission
(OPDC) of the Royal Thai Government and
UNDP, aiming to co-create innovative public
services to better serve the needs and
demands of Thai citizens in the 21st century.
The initiative is being implemented in partnership
with Thailand Creative & Design Center (TCDC),
Thammasat University (TU), and King
Mongkut’s University of Technology Thonburi
(KMUTT). Setting up the Government Innovation
Lab in Thailand reflects a new impetus from
the Royal Thai Government to make the public
005
sector more inclusive, open and connected,
as well as empowering civil servants with a
proactive, innovative mindset of public entre-
preneurship. The longer-term success of the
Government Innovation Lab in Thailand will be
measured by its ability to create an enabling
environment where the public sector and the
Thai people can successfully co-create a
better future for Thailand through innovation.
The Government Innovation Lab has already
completed seven pilots, addressing public
service delivery challenges at both central
and provincial levels. It has, at the same time,
aimed to build capacity of civil servants in the
innovation team, and to help these civil servants to
apply their new found skills to real-life service
delivery challenges. This guidebook outlines
the international best practice in the various
steps of the innovation process, the results of
the first six months of these service delivery
innovation pilots, and the key principles with
guide to set up government innovation lab in
Thailand. This guidebook aims to help a wide
range of government agencies use innovation
to deliver better, more inclusive public services.
UNDP Thailand looks forward to continuing
this innovative partnership with the Royal Thai
Government, together creating the future we
want.
Deirdre Boyd
Resident Representative
United Nations Development Programme
December 2017
006
Contents

007
Looking Wide 9 Setting Up 57
1.1 The Meaning and Value of 10 3.1 Key Recommendations for Setting Up 58
Government Innovation Lab Government Innovation Lab in Thailand
1.2 The Importance of Government 14 3.2 Government Innovation Labs: Possible 64
Innovation Labs Models for Thai Context
1.3 Location, Types and Case Studies of 16 3.3 Innovation Realm: Recruit People With 66
Innovation Labs From Around the World the Right Mindset and Skillset
1.4 Conclusion: From Citizen Centric Vision 22 3.4 Innovation Team Competencies 68
To Various Prototype Experimentation 3.5 Innovation Lab Journey 69
3.6 Recommendation 71

Testing Out 25
2.1 Operational Process and 27
Methodology for the Central
Pilot Projects
2.2 Operational Process and 34
Methodology for the Regional
Pilot Projects
2.3 Public Innovation Pilot Project 37
Prototype
2.4 Conclusion 55
 Looking Wide

009
Government
Innovation Lab
Around the World

1.1 The Meaning and Value of

Government Innovation Lab
1.2 The Importance of Government
Innovation Labs
1.3 Location, Types and Case Studies of
Innovation Labs From Around
the World
1.4 Conclusion: From Citizen Centric

Looking Wide : Government Innovation Lab Around the World

Vision To Various Prototype
Experimentation

01
ที่มา: http://www.100resilientcities.org/cities/bangkok
 010
1.1

011
The Meaning and Value of Government Most Problematic Factors
for Doing Business in Thailand
Innovation Lab
Government Instabillity / Coups 13.6
Governments around the world are finding new To transform government and public sector Inefficient Government Bureaucracy 12.1
ways to improve public services and create service delivery, the Office of the Public Sector
innovation by taking a citizen-centric Development Commission (OPDC) created the Policy Instability 12.0
approach. 1 “Government 4.0” model4, which is consistent Insufficient Capacity to Innovate 10.5
with Innovation-Driven Economic principles,
Apart from improving the citizen’s quality of as part of the “Thailand 4.0” development Corruption 10.1
life, effective public services are also integral strategy. OPDC proposed 3 key principles to Inadequately Educated Workforce 9.7
to improving Thailand’s competitiveness in reform how the government works. They are: Tax Regulations 5.4
the private sector. Developing public sector
services will directly impact some of the 21st 01 Open and Connected Government Inadequately Supply of Infrastructure 5.4
century challenges faced by Thailand, as 02 Citizen Centric Government Access to Financing 4.8
evidenced by the World Economic Forum 03 Smart and High Performance
Global Competitiveness Index 2017 – 2018, Government Poor Work Ethic in National Labor Force 4.1
which ranked Thailand at 32 out of 137 Tax Rates 3.9
Looking Wide : Government Innovation Lab Around the World

Looking Wide : Government Innovation Lab Around the World

countries and identified “Inefficient Govern-
ment Bureaucracy” as the second most Restrictive Labor Regulations 3.4
problematic factor for doing business in Inflation 2.1
Thailand.2 Foreign Currency Regulations 2.1
The World Bank recommends that, if the Thai Crime and Theft 0.7
economy3 is to become a digital economy, Poor Public Health 0.4
which is integral to improving Thailand’s
competitiveness, the government needs to 0 4 8 12 16
introduce new and different methodologies to
break its rigid organisational silos and become
Source: World Economic Forum, Executive Opinion Survey 2017
more holistic.

1
Most Problematic Factors in Doing Business
in Thailand

Setting up a Government Innovation Lab is a

1 Nesta & IDEO. (2017), “Design for Public Services”. Available from
https:// www.nesta.org.uk/sites/default/files/nesta_ideo_guide_
jan2017.pdf [Accessed: 11/01/2018].
2 World Economic Forum. (2017) The Global Competitiveness Report 2017
2018. Available from http://www3.weforum.org/docs/GCR2017-2018
/05FullReport/TheGlobalCompetitivenessReport2017%E2%80%9320
01
crucial step towards enabling the transformation
of government agencies, as its role is to stimulate,
motivate, support and drive effective change
3 World Bank. (2017) Thailand Economic Monitor: Digital Transformation.
Available from http://pubdocs.worldbank.orgen/823661503543356520/
from the traditional government model to
Thailand-Economic-Monitor-August-2017.pdf [Accessed:12/01/2018]. Government 4.0, which will create a concrete
4 Sirisamphan, T, 2017, Government 4.0: Time to Transform, Office of impact on citizens’ lives in both the social
the Public Development Commission, Bangkok and economic dimensions.

01
18.pdf [Accessed: 12/01/2018].
 012
Comparing the Traditional and Modern Concept of Government Structure
Traditional
Autonomous and separated work style
between units
Operation is not fully digitized; instead, it
is fragmented and hierarchical with a
vertical approach
The government provides standardised
service delivery
Looking Wide : Government Innovation Lab Around the World
Analog work system
Passive work approach responding
according to the situation
Government and policy driven operation
Delayed and costly work system
Closed access to information system and
upon request only
01
Modern
Collaborative work style from policy to
operation
Operations are fully digitized, connecting
every government unit with End-to-End
process flow, Cross-boundary Management
to deliver better services, and with a
horizontal approach
The service can be customised to individual
needs, with the process and service delivery
designed accordingly
Digitisation of work system
Proactive and predictive work approach
with instant responses to change
Citizen-centric approach to operation
Creating value for the public, doing more
and better with less
Open access to information as default and
ready for use without request
Comparing the Traditional and Modern Concept of Government Structure
Traditional
Routine work approach and follow the
same steps
Stand-alone work unit and without
resource sharing
Setting policies and operations by
intuition and speculation
Public service during office hours
An expert and specialisation approach to
work
Civil servants as public administrators
013
Modern
Non-routine problem solving, real time
capability
Resource sharing to reduce costs and
improve work capability
Setting policies in accordance with the
citizen’s needs by employing data and
demand-driven approaches to create
actionable policy solutions
Looking Wide : Government Innovation Lab Around the World
On-demand public service
Ability to use knowledge, intelligence and
information systems to solve problems
and create value. Have the ability to learn
and have ethics in work
Civil servants as public entrepreneurs
01
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1.2

015
4. Process and Organization Innovation: the design of new organizational structures
and internal processes such as the establishment of special service units in order
to improve service functions, budget management or human resource management.
The Importance of Government Innovation 5. Process Interaction Innovation: a direction taken to improve or develop a new power
Labs system of relationships or interactions with other sectors. For example, the
development of service processes for a fully integrated system.

To create innovation is to introduce new ways
of thinking and methodologies to generate
solutions that solve user problems.
For innovation to happen in the public sector,
the government has to create space for
creativity, exploration and testing to find new
ways to improve public services. Setting up an
innovation lab is like setting up a research lab
to explore policy making and implementation
that is different and meets citizens’ needs.
Looking Wide : Government Innovation Lab Around the World
The main role of a Government Innovation
Lab is:
01 To explore new concepts in thinking
and operation
02 Improve and transform public structure
and services
03 Innovation which must not be just
an idea but implementable for the
public5
Creating innovation in the public sector requires
building a new culture of work that invites
collaboration between sectors and goes
beyond limitations to work together with
citizens to open an experimental and prototype
testing space.
Thailand has just started to push for innovation
in organisational governance and government
operations. Agencies may discover various
obstacles and challenges to their development
of innovation. The structure of government
barrier to a key factor supporting innovation,
which is the ability to adapt to change in the
context of an increasingly complex world.
Old ways of working that focus on rigid controls
and block information flow present an obstacle
for civil servants adapting to new methods for
solving problems. Complex and time-
consuming procedures and documentation has
resulted in government often failing to respond
to the needs of people in a timely manner, and
has also resulted in archaic rules that become

Looking Wide : Government Innovation Lab Around the World

organisations is typically designed for their role a barrier to investment and innovation in the
What is Government Innovation? as regulator, which in many cases presents a private sector.

Government innovation is a concept, approach and process in organisational management,

work process, and service delivery as a result of the development, expansion, or application
of knowledge and practices. This will result in efficient and effective development in the What is a Public Sector Innovation ?
performance of government agencies. There is more than one type of innovation, with
the different types scattered across many categories, as follows: The Government Innovation Lab is an agency that is comprised of experts or innovators
from a variety of disciplines, drawn from both the public and private sectors. They work
1. Policy and strategic innovation: the creation, design or setting of new policies, together integrally by employing the design thinking process, with an organisational structure
strategy, mission and goals to illustrate the vision or set new directions in that promotes the exchange of knowledge to develop ideas and solutions to solve new
organisational development. problems in a manner which transcends hierarchical work systems. The Government
Innovation Lab plays a role as an agent of change for the bureaucracy and public service.
2. Product and service delivery innovation: the design and development of new It can create value and empower citizens in a tangible manner.
products and services, such as the development of smart identity cards and
public service mobile units. To create space for the public sector to produce innovation for the people. The role of
the Government Innovation Lab is to design and create prototypes to simulate policy
3. Service model and delivery innovation: the design and development of implementation and create new public service models. The lab will user test the prototypes
service models that come in contact directly with the public, such as to find out if they effectively serve the needs of the people. The test results will be used
service delivery through the internet. to support and refine policies.
01

01
5 https://www.innovationpolicyplatform.org/content/public-sector-innovation
 016
1.3

017
Date Launched 2013
- Open Mexico

Location, Types and Case Studies of 2012

- Seoul Innovation
Innovation Labs From Around the World Bureau

2011
- Centre de Innovation Social
Many countries have set up Government - New Orleans Innovation
Innovation Labs to tackle various challenges - Delivery Team
according to their social and economic context,
which has led to differences in how they are set 2010
up, their organisation size, source of funding - Behavioural Insights Team
and operations. Today there are about 40 - Investing in Innovation Fund (i3)
different government innovation labs around - Mayor’s Office of New Urban Mechanics
the world: from Sitra in Finland, which was - New York City Innovation Zone (iZone)
set up over 50 years ago, to the more recently
established Seoul Innovation Bureau in Korea 2009
and Open Mexico, set up in 2012 and 2013 - Performance Management &
respectively. Deliverly Unit (PEMANDU)
- Nesta Innovation Lab
- The Australian Centre for Social
Looking Wide : Government Innovation Lab Around the World

Looking Wide : Government Innovation Lab Around the World

Innovation (TACST)
2008
- Barcelona Urban Lab
- Fonds d’Expérimentation pour la
Jeunesse
- La 27e Région
2006
- NYC Center for Economic Opportunity
2002
- MindLab
2001
- Centre for Public Service
Innovation
- VINNOVA
1995
- P521

1967
- Sitra

2
Timeline of the establishment of Government 1967 - 2013 Sounce: i-Teams (2014) Nesta and Bloomberg Philanthropies
01

01
Innovation Lab around the World
 01 Looking Wide : Government Innovation Lab Around the World 018

Location of Governmnet Innovation Lab around the World

UK
Social Innovation Lab Kent (SILK)
National Endowment for Science Technology
and the Arts (NESTA)
Behavioural Insights Team

Sweden
Canada National Innovation Council Finland
Innovation Hub VINNOVA SITRA
MARS Solutions Lab Norway Helsinki Design Lab (HDL)
Innovation Norway Finnish Funding Agency for Innovation (TEKES)
Ontario Centres of Excellences Denmark
Digital Media Zone Irland MindLab
Bioalliance The Studio The Netherlands
Kennisland
USA Mayor’s Office of France
Office of Personnel New Urban La 27e Region
Management Mechanics (MONUM) Spain
New Orleans Innovation Barcelona Urban Fonds d’experimentation China South Korea
(OPM) Lab pour la jeunesse Shenzhen Open Seoul Innovation Bureau
Innovation Lab Delivery Team Innovation Lab
Investing in SF Mayor’s Office (SZOIL)
Innovation Fund of Civic Innovation (MOCI)
(i3) New York City
Innovation Zone (iZone)
Maxico NYC Center for
Laboratorio Economic Opportunity (CEO)
Para La Ciudad

3
Open Mexico Public Policy Lab
GovLab
Malaysia
Performance Management & Delivery Unit
Colombia Singapore (PEMANDU)
Centro de Innovación Social PS21 Office
(Centre for Social Innovation) Human Experience

the World
Lab

Australia
South Africa The Behavioural Insight
Centre for Public Service Innovation Unit (BIU)
(CPSI) The Australian Centre for
Social Innovation (TACSI)

Lists of Government Innovation Lab around

3. City Government
categorized as follows:

1. National Government

2. Regional Government

Social Innovation (TACSI), etc.

and Singapore’s PS21 office, etc.
UK’s The Behavioral Insights Team (BIT)

Australia’s The Australian Center for

Regional Government’s mission is to

work closely with regional governments,

create innovation on a regional level and
National Government’s mission is to create

closely with the government, such as

innovation on a national level and work

such as France’s La 27e Region,

Denmark’s Mindlab, Sweden’s Vinnova,

City Government’s mission is to create

relations between innovation labs and the
By analysing the mission and structural

Government, the types of labs can be

Orleans Innovation Delivery Team and NYC

with city governments, such as Korea’s
Seoul Innovation Bureau, America’s New

Center for Economic Opportunity (CEO), etc.

innovation on a city level and work closely

01 Looking Wide : Government Innovation Lab Around the World 019

 020

021
Comparative table of innovation labs in different countries 6

Innovation Lab PS21 MindLab La 27e Région Seoul Innovation Bureau Sitra

City/country Singapore Copenhagen, Denmark Paris, France Seoul, Korea Helsinki, Finland
(Population) (5.6 million) (5.7 million) (66 million) (51 Million) (5.4 million)

Type of Lab National Government National Government Regional Government City Government National Government

Organisation type Directly under the Prime Work with other government Independent organisation Directly under the Mayor Independent organisation
and proximity Minister and receives agenda agencies by creating their which receives funding but receives the agenda that sets up its own
to government from the government own agenda and agenda from the from local administration agenda
regional and national
government

Funding N/A Government 90% Government and other 100% government 100% government
Others 10% sources

Yearly budget N/A 43.84 million THB (2012) 26.3 million THB (2013) 219.2 million THB (2014) 968 million THB (2012)
Looking Wide : Government Innovation Lab Around the World

Looking Wide : Government Innovation Lab Around the World

Team member 43 persons 12 persons 7 persons 58 persons 110 persons

Methodology Staff-led Innovation Human-Centred Design The Friendly Hacker Citizen-led Innovation Impact Investment, Research,
(HCD) Methodology Practical Programmes

Output Implementing about 60%
of recommendations by
government employees
saved THB 2.4 billion in
national spending.
Created new knowledge Created and developed • Citizens are involved • Created renewable
that benefits government more than 20 regional in thinking and recom- economy that created
mending ways to develop more than 1 trillion THB
organisations to create public innovation pilot public services in revenue
policies, policy implemen- projects • Fund and organise
tation and new public • Change government
organisation culture by innovation competitions
service delivery working with other agencies • Created a new culture
without any vertical chain of work for the government
of command

Strength Transform the organisational Encourage public sector Spread new problem Create a new culture of Make a difference in the
culture of the public sector organizations to be solving methodologies citizen engagement to way people live by
to promote public service fragile, adapt and and processes to other create real innovation providing funding,
innovation. develop spontaneously agencies knowledge and projects

6 Puttick, R., Baeck, P. and Colligan, P. (2014) ‘i-teams: the teams and funds
making innovation happen in governments around the world.’ Nesta and
01

01
Bloomberg Philanthropies. Available online: www.theiteams.org
 022
1.5

023
Conclusion: From Citizen Centric Vision To
Various Prototype Experimentation
Creating innovation is a national agenda in
many countries around the world, with the aim
being to improve the quality of life of citizens,
as well as social development and the economy.
With this in mind, governments are looking
for ways to transform bureaucratic systems,
policy implementation and public services, in
order to ready the country for the next century.
Establishing a Government Innovation Lab is
an important start to building capacity for civil
servants to analyse problems and seek new
ways to solve problems with new concepts
and methodologies to more effectively meet
the people’s needs.
Looking Wide : Government Innovation Lab Around the World

Looking Wide : Government Innovation Lab Around the World

Government innovation labs from all around
the world have different structures and
operations, due to various social, economic
and political factors, amongst others.

However, they have one thing in common:

they all take a citizen centric view and apply a
design thinking approach to create solutions.
People are all different, and taking a one
solution fits all approach will not necessarily
work. To take a design thinking approach is
to understand the different types of users and
experiment with various prototypes to find the
right solutions to inform policy making.
01

01
 Testing Out

025
Government
Innovation Lab
in Thailand

2.1 Operational Process and

Methodology for the Central
Pilot Projects
2.2 Operational Process and
Methodology for the Regional
Pilot Projects
2.3 Public Innovation Pilot Project
Prototype
2.4 Conclusion

Testing Out : Government Innovation Lab in Thailand

02
 026
2.1

027
With the belief that there is no one solution Operational Process and Methodology
that solves all citizens’ problems, and that
testing and experimenting is integral to for the Central Pilot Projects
the formulation of policies supporting public
innovation, seven pilot projects were created
with the help of i-teams (Innovation Teams) To improve public service in accordance Commission, Ministry of Public Health,
to be implemented in both the Central and with the framework of Government 4.0, Ministry of Science and Technology, Ministry
Regional areas. Design Thinking was applied with a key
focus on Co-creation. Therefore, the
of Commerce, and Innovation Experts
from Research and Design Service Centre
Central Pilot Projects “i-Team” was established with members King Mongkut’s University of Technology
The Central Pilot Projects is a collaboration between the Ministry of Public from different ministries to work and Thonburi (Redek) as well as Innovation
Health, Ministry of Science, Ministry of Commerce and REDEK (Research and co-create between institutions, consisting Facilitators and Content Experts.
Development Centre at KMUTT). The aim is to use Design Thinking to make of the Office of the Public Sector Development
public innovation accessible to citizens. There are 3 projects, as follows:

01 Ministry of Public Health

Hospital queuing system service innovation prototype improvement

02 Ministry of Science Learn, share, and experience

ISO 17025 testing laboratory support system service innovation the innovation
prototype improvement process
Testing Out : Government Innovation Lab in Thailand

Testing Out : Government Innovation Lab in Thailand

03 Ministry of Commerce
Analysis,
REDEK
Herbal product registration system service innovation prototype i-Team Expert from
OPDC government synthesis, and
improvement agencies
idea generate
Regional Pilot Projects Provide relevant Methodology support
The Regional Pilot Projects is a collaboration between the Ministry of information and process and work creation
experimentation
Interiors and G-Lab, Thammasat University, with the aim to improve the
lives of people in the communities. There are 4 projects, as follows:

01 Elders social development innovation prototype Design Thinking process

Tapanhin District, Pichit Province sharing and training

02 Community tourism innovation prototype

Baan Lam District, Petchaburi Province The relationship between Innovation Experts To improve public service by applying design
4
(Redek), Innovation Facilitators, i-Team, and thinking process, the i-Team selected the
03 Community enterprise innovation prototype Content Experts appropriate process, methods, and tools in
Kuan Kanoon District, Pattalung Province each project, as shown in the diagram on the
next page.
04 Organic farming innovation prototype
Leung Nok Ta District, Yasothorn Province
02

02
 028

029
The first step requires the information to
1 Project
Planning
2 Domain
Research
3 Design
The Right
4 Design
The Thing
be analysed and acknowledged. The
researchers will then choose the topic of
2.1.4
Thing Right interest to create the Design Brief in order
CO-CREATION WORKSHOP to demonstrate the idea and design direction Design the Thing Right
that will improve public services using the
activities and tools shown below.
After receiving the design brief, the
Emphatize Empathy researcher begins to design the concepts,
Secondary Ideate solutions, and project improvements
Co-Planning Reseach Prototype
Workshop Case Study • Creating Persona consistent with the design brief through
Analysis Define Test these activities and tools shown below.
• Identify User Insights/ Issues/ Needs/
Project Goal & Statement

Problems Ideate and Prototype

Research Questions &

System Solution
• Service Journey • Co-Analysis Workshop

& Guide Line

Planning

Queuing
• Service Design • Co-Creation Workshop (including in-dept
information on insight, recommendation,
Project Workflow Following Analysis and Define and ideation)
5
Design Thinking Appraoch
• Stakeholder Analysis • Prototyping

as follows: • User Typologies Test and Implement

2.1.1
• Case Study Analysis • User/ Customer Journey Map (using 5Es: • Internal Testing
Project Planning • In-Depth Interview Entice, Enter, Engage, Exit, and Extend)
Testing Out : Government Innovation Lab in Thailand

Testing Out : Government Innovation Lab in Thailand

• Contextual Observation • On-Site User Testing
• Stakeholder Mapping • System Map Analysis
The purpose of project planning is to layout the • Analysis and Development Workshop
operational plan and coordinate all operations 2.1.3 • Root Cause Analysis
involved in the project, such as meeting schedules • Co-Creation Workshop 2:
and field research, including seminars with • Value Preposition Analysis Prototype and Lead User Testing
regard to the project introduction and under- Design the Right Thing
standing by the researcher and innovation
facilitator conducting the co-planning
workshop. S tu dy in g t h e dat a f r o m t h e do m ain
research will improve the researcher’s
2.1.2 understanding of the interaction between
the service provider and service users via
several processes, including defining user
Domain Research characteristics, relationship mapping
between service designers and service
users, etc.
Efficient research data gathering will
effectively contribute to well-designed
services that meet the needs of the service
users by identifying and understanding the
02

02
problem through these processes,
 030

031
Customer Entice Enter Engage Exit Extend
Demographics Journey map
(5Es)
Full name Personal Quotation
Age
Occupation Task &
Gender Activities

Background Insight Behaviour Touchpoint

Positive
Needs Problems

Satisfaction
Feeling

Negative
6 Example of Tools: Persona
Experience
User Type Characteristic / Experience / Acitivities / Others
Opportunity
Testing Out : Government Innovation Lab in Thailand

Testing Out : Government Innovation Lab in Thailand

Type 1

Type 2
8 Example of Tools: Customer Journey (5Es)

Type 3

Type 4
Direct

Type 5 Core

Type 6

Indirect
7 Example of Tools: User Typology 9 Example of Tools: Stakeholder Analysis
02

02
 032
Table of Overall Activities and Tools
Step Process
01 Co-planning Workshop
Project
Planning To plan and coordinate all
operations involved in the
project as well as create a
common goal and common
acknowledgment toward
the design thinking process
02 Case Study Analysis
Domain
Research To guide the researcher
towards the project direction
and learning through various
case studies as well as
mapping all stakeholders in
different context
Testing Out : Government Innovation Lab in Thailand
03 Empathy
Design The
Right Thing To truly understand the
needs of the target groups
Analyse and Define
To utilise the information
gathered from mixed
research methods into the
right and relevant proposition
02
Activities
01 Introduction to the Project
02 Field Research Planning
03 Intensive Workshop:
Understand Design Process
by Experts and Innovators
01 Case Study Analysis
02 In-Depth Interview
03 Contextual Observation
04 Stakeholder Mapping
01 Create Persona
02 Identify User Insights/ for analysing and further
Issues/ Needs/
Problems
03 Service Journey
04 Service Design
01 Stakeholder Analysis
02 User Typologies
03 User Mapping/ Customer
Journey Map by using 5Es
(Entice, Enter, Engage, Exit,
and Extent)
ตารางสรุปขัน้ ตอนกิจกรรมและเครือ่ งมือโดยรวม
Step Process
04 Ideate and Prototype
Design The
Thing Right To collect ideas and create
a prototype that contributes
to the improvement of
public service
Test and Implement
To test the prototype both
internal and external field
expanding the results
033
Activities
04 System Map Analysis
05 Root Cause Analysis
06 Value Preposition Analysis
01 Ideation and Prototype
02 Co-Analysis Workshop
03 Co-Creation Workshop
Testing Out : Government Innovation Lab in Thailand
01 Internal Testing
02 On-Site User testing
03 Analysis and Development
Workshop
04 Co-Creation Workshop 2:
Prototype and Lead User
Testing
02
 034
2.2

035
The 4 Regional Pilot Projects used the following
process:

Operational Process and Methodology 01

The Innovation Experts studied the
for the Regional Pilot Projects preliminary landscape and context of the
people and culture and used a SWOT analysis
to find interesting issues

The methodology for the Regional projects The parties involved were 02
aimed to co-create between agencies by After identifying the issues the team of experts
using the Design Thinking process to identify 01 Employees of OPDC went into the field with the i-Team to collaborate
problems and create solutions with a hands- with the local team. The research tools used
on approach placing the citizen’s needs at 02 Ministry of Interiors were as follows:
the centre.
03 Local Government Officials • ABCD or Asset-Based Community
Being in the communities to understand Development
peoples’ needs is an important component of 04 G-Lab team members who are
the Regional Pilot Projects as every community experts in working in the • Problem Tree Analysis
has a different way of life and unique needs. regional area.
The collaboration between the Innovation • Stakeholder Analysis
Team and locals was a fundamental part of
the process to create innovation. 03
Problem analysis using the “How might we...?”
question to help find direction of solution.
Testing Out : Government Innovation Lab in Thailand

Testing Out : Government Innovation Lab in Thailand

04
Once the solution direction was set, these tools
were used to idea generate:

i-Teams
• Post-it War

• ×10 Idea Generation

Central 05.
Innovation Synthesise and select the interesting ideas and
Expert Innovation
Team Team develop prototypes to be tested

06
Local Local After testing came the realisation of the idea
Innovation Working by planning the roles and responsibilities of
Team Team people involved

Community-based innovation team 07

Evaluation of the solution benefits from the
beneficiaries’ perspective to create theory of
10 Working Relationship Flowchart change and create Impact Value Chain chart
02

02
 036
2.3

037
Business/Industry Institution Library

Place of Worship Community Block Groups

Youth Artist
Public Innovation Pilot Project Prototype
Individual
Elderly Influencer
There were 3 Central Pilot Projects. and long waiting time.
Neighborhood Association Cultural Group The research team identified 3 main
2.3.1 improvement areas.
Public Park Hospital
01 One Q-system Fit for All
Hospital Queuing System A service system that aims to improve
11 Example of Tools: ABCD
Service Innovation Prototype the waiting time and reduce overcrowding
Improvement areas

Effect
Testing Out : Government Innovation Lab in Thailand

Testing Out : Government Innovation Lab in Thailand

Core Problem

Root Cause

13
Sample Prototype of Hostital Queuing
System Service Innovation

12 Example of Tools: Problem Tree 02 Zoning Functional Service

The hospital queuing issue was selected by
the Ministry of Public Health. With the number
of patients and family at the public hospital
increasing, queuing can take up to 5 – 6 hours,
which also places a strain on doctors and
nurses. Phranungklao Hospital was selected
as the research site and some of the problems
found included an overcrowded waiting area
02
and Comfort
Dividing the hospital areas up according
to purpose, time and environment to
improve usability and satisfaction
03 Filtered Matching
Filtering system to reduce the number of
patients coming into the hospital

02
 038
The study started with observing and inter-
viewing users to create Journey maps which
resulted in two groups of users: patients and
relatives, and hospital staff.
The research team concluded the study and
found that patients and relatives want the
following:
• Increased number of staff to assist
wheelchair bound patients
• Increased queuing ticket booths and
display of waiting time
• Reorganise the waiting time from only
morning and afternoon to by the hour
• Improve pharmacy waiting time
• Increase parking spots
• New waiting area zoning
• Better communication with patients
and relatives
Testing Out : Government Innovation Lab in Thailand
The research team found from being in the field
(Service Safari) that the experience of visiting
the hospital is very complicated and full of
problems, which resulted in time redundancy,
such as waiting and meeting the doctor time
imbalance and errors at the pharmacy.
The hospital staff also wanted improvements
in the areas of:
• Service delivery process
• Realistically improve the hospital
capacity to accept patients
• Improve patients filing system
• Create a self-service system for patients
02
The issues mentioned by patients resulted in
their needing to arrive at the hospital hours
ahead of time to compensate for errors that
could happen during the process.
The research team proposed 3 solutions as
follows:
01 Digital Service
Creating a digital service system to record
and keep a patient’s medical history to
replace paper based systems, improve
the pharmacy delivery system, and
spread out patients waiting /visiting time
throughout the day
02 Zoning
Improve the physical waiting area by
zoning to create a better patient
experience
03 Better Life Service
Create a “Better Life Service” system; for
example, medication delivery, disability
and elders service system and patient
filing system
The research team created 4 sets of innovation
from the above directions, as follows:
01
Application and ticket dispenser
design for patients
The mobile application has 4 functions:
• Appointment check
It shows all information about the
appointment dates, time etc
• History
Records visiting history
• Contact the hospital
Gives people the option to contact
the hospital and/or request an
ambulance
• Medicine check
This function is optional. It shows the
patient’s history of drugs received
and instructions for use
14 Sample of Application Feature
039
02
Doctor Order
The computer system keeps the record of
the patient’s visit history for the doctor’s
convenience, such as patient’s eligibility
for different levels of care. It also transfers
the patient’s basic symptoms diagnosed
by the nurse beforehand and helps doctors
with the ordering of drugs as it informs the
status of the drug’s availability
03
Q Ticket
Q Ticket for patients without a mobile device
will receive a ticket or wristband with
information on the service process and a QR
code that could be updated at the available
kiosk(s).
Testing Out : Government Innovation Lab in Thailand
15 Sample of Q Ticket Prototype
02
 040
04
Flags for wheelchairs and gurneys
Flags for wheelchairs and gurneys using
color-code: Red for severe patients and
Orange for patients who have arrived alone.
The system is only to communicate with the
staff for the patient’s safety.
Sample of Flags for wheelchairs and
16
gurneys
Testing Out : Government Innovation Lab in Thailand
2.3.2
ISO 17025 Testing Laboratory
Support System Service
Innovation Prototype
Improvement
The manufacturing industry in Thailand needs
manufacturing certification to improve export
capability; however, there are not enough ISO/
IEC 17025 certification labs. The Ministry of
Science and Technology initiated a project to
improve the certification process in order to
improve competitiveness at the international
level.
02
Based on the initial study, labs could be divided
into 3 types, as follows:
17 Sample of Website for ISO/IEC 17025
01 Labs that are not in the ISO 17025 system
02 Labs that are in the process of
certification
03 Labs that are already have certification
but are seeking additional certifications
The research team focused on the labs that are
not in the ISO 17025 system to seek under-
standing of the whole registration process and
encourage labs to register. The team used the
design thinking process to build public service
prototypes with collaborations from the Ministry
of Science and Technology, Office of the Public
Sector Development Commission and King
Mongkut University of Technology Thonburi.
041
What is ISO 17025 standard?
ISO 17025 is a standard set by the International Organisation for Standardisation
or ISO in conjunction with the International Electrotechnical Commission or IEC as
a general requirement for the competence to carry out tests and/or calibrations,
including sampling. It covers testing and calibration performed using standard
methods, non-standard methods, and laboratory-developed methods. The process
helps develop product quality and creates trust for customers7.
7 ISO/IEC 17025 : 2005, General Requirements for the Competence of
Testing and Calibration Laboratories, Thai Industrial Standard Insti-
tute, Ministry of Industry
Testing Out : Government Innovation Lab in Thailand
The research team collected information in The team then used the information to analyse
the field from observation and interviews with and define the problem by using the Value
users by utilising tools such as Stakeholder Analysis tool to compare current service to
Mapp and User Journey Map. The tools helped what the future could look like in order to
the team to understand the big service system anticipate user needs and improve service
picture. delivery.
Sample of the using of Customer Journey
18
02
Map tool in the field
 042

043
VALUE ANALYSIS - AS IS VALUE ANALYSIS - TO BE team from various ministries and institutions
2.3.3 was formed, namely FDA, TCDC, KMUTT,
VALUE Cannot compete in the world market VALUE Inform users of the benefits and
OPDC, and MOC.
PURPOSE no knowledge management and PURPOSE reduce the barrier to join the system
network
Herbal Product Registration The team conducted a user research to identify
System Service Innovation sources of problems by using the User Journey
EMOTION Service inconsistency EMOTION Create Advisory services to Improve
Prototype Improvement Map to analyse the problems and found the
SATISFACTION no consultation slow to respond SATISFACTION service delivery
following:

FUNCTION Inconsistency in process, staff FUNCTION Harmonized AB - single platform / 01 Product development challenges
EFFICIENCY Slow process EFFICIENCY Assessor calibration
Staff needs training Transparent, simple and efficient
process
E-document / E-banking
02 Documentation problems and information
unclear

03 Staff giving conflicting information

TOUCH- Website (Training Courses Info / TOUCH- Website Training Courses
E-learning Courses Call center E-learning Courses
POINT Inefficient call centre
POINT E-mail One Stop Service 04 Too many parties involved in the process
ENABLING No dedicated email address ENABLING Magazines Line / Facebook / App
Magazines / One Stop Service
Line / Facebook / App 05 Registration process unclear and hard
to track
20 Sample of Herb Registration Website The team then used the stakeholder analysis,
19 Sample of the using of Value Analysis with the user at the center, and analysed the
root cause of the problem. The information
The Thai government encourages studies and was then mapped into an impact/timeframe
research to develop and commercialise Thai diagram to create 3 final directions, as
Some of the main problems identified were 01 Simplify Information herbal products to increase its international summarized below:
Testing Out : Government Innovation Lab in Thailand

Testing Out : Government Innovation Lab in Thailand

accessibility and lack of sufficient information
to be usable, which creates confusion for new
users.
The team created a goal to improve service
delivery by training staff to improve touch-
points, a call centre and a One Stop Service
are create that will utilise a Digital Solution
platform. The result is a dedicated website
for ISO/IEC 17025 “http://lab17025.dss.go.th/
LabAccreditation/web/” under the 3S principle
is as follows:
02 Single Web Site Specific for ISO/
IEC 17025
03 Speed and Modern Interface
competitiveness and create a sustainable
business to increase local production and
decrease importation. Nevertheless, research
in this area continues to face many hurdles,
such as lack of innovation knowledge, medical
science and local Thai wisdom.
Registering herbal products has its own
problems caused by registration complications
and archaic processes, which result in a slow
service system. While there are many agencies
involved, there is no integrated coordination
between them.
The Ministry of Commerce gathered feedback
from users and the private sector regarding
herbal products registration problems which
affect exportation.
01 Set up a Traditional Herbal Development
Knowledge Center to be a hub for all
herbal knowledge, including research
and testing
02 Strategic policy to elevate Thai Herbal
Products by adjusting certain regulations
to assist in herbal drug development and
develop a plan to support entrepreneurs
03 Create a policy to regulate healthcare
products pre and post-marketing and
outsource to an agency to help with
manufacturing inspection, and create a
serious penalty if violated

The improvement of Herbal Registration project

was born to create a better service delivery
02

02
that is efficient, accurate and transparent. A
 044

045
With limited time, the team decided the best 01
direction to proceed to create a quick win User-friendly and transparent
solution. The focus was on 2 main issues: registration system

01 The need for a user-friendly registration

system that is transparent and traceable (1) Website for Consultantcy and
Registration
02 Accessibility to Herbal knowledge for
entrepreneurs, registrar and experts A website to reduce confusion for the
users as well as to build credibility
by creating a knowledge-based
and information platform to keep and
track document, featuring membership
Industry system, chat box, etc.
appropriate
regulations

Registration Herbal
system knowledge
user-friendly,
transparent

The main focus issues of Herb Registration

21
Project
Testing Out : Government Innovation Lab in Thailand

Testing Out : Government Innovation Lab in Thailand

More detailed explanation of prototype is
followed:

22
Sameple of Website for Herb Registration-
Prototype
02

02
 046

047
(2) Electronic Common Technical (3) Work Sharing Queue System (4) Registration and Circulation of
Document Experts

E-CTD (Electronic Common Technical
Document) registration system, an online
registration system that utilises the
international standard Pharmaceutical
Regulatory Software, which helps with
year plan registrations. It makes the process
transparent, traceable and reduce conflict
of interest.
Work sharing queuing system, a system
which categorises the registration queue
according to the type of request. The aim is
to speed up the process and create
evidence for tracking and payment.
Registration and circulation of experts is
a registration system that categorises the
expert according to type of their expertise.
This system aims to increase the number
and circulation of experts in the network

Freelance Traditional Family

Technician Thai Medicine Doctor
Doctor

Evaluation Expert System

Circulation of
Testing Out : Government Innovation Lab in Thailand

Testing Out : Government Innovation Lab in Thailand

Experts

Help enterprises to
re-register when fail on
the first try

25
Workflow of Registration and Circulation
of Experts

23
Sameple of Website for Herb Registration 24
Workflow of Work Sharing Queue
with e-CTD System
02

02
 048

049
02
Appropriate regulations and 2.3.4
accessibility to Herbal Knowledge

Elders Social Development Number 60+ Number 60+ Number 60+

901m 1,402m 2,092m
Innovation Prototype at
(1) Contract Manufacturing Research
Pilot Project and Central Analysis Lab Tapanhin, Pichit 12.3%
of total worldwide
16.5%
of total worldwide
21.5%
of total worldwide
Fund. population population population

The project aims to help small and
community enterprises that are starting up
but still need scientific knowledge in
setting up manufacturing facilities especially
knowledge in food manufacturing standards
such as GMP and CODEX and also create
a network or expertise from various ministries
and education institutions.
(2) 4 Herbs Research Pilot Project
The proposal is to create a National
Research Centre focused on 4 main
types of herbs, Gotu Kola, Tumeric,
Black Galingale, and Phlai which
have economic potential for Thailand.
Testing Out : Government Innovation Lab in Thailand
The world is facing a massive challenge in
the structure of the population, with the UN
predicting that, by the year 2050, people aged
over 60 will account for 21% of the world
population of 2 billion people8. It will be the
greatest challenge faced in the 21st century.
Thailand has been regarded as an aging society
since 2005 and, by 2035, Thailand will be a
super-aged society. It is imperative that the
country is ready for this situation. In Thailand,
Tapanhin district has the highest number of
population aged 50 – 54.
2015 2030
27
Trend in ageing of elderly population in 2015-
20509
To be able to create new possibilities in
creating Innovation by using the Design Thinking
process to tackle the aging issue, the research
team studied the area and categorised users
into 3 groups as follows:
01 Social Elders: elder who are healthy, want
to be independent, and love to socialise.
2050
The design research process involved users
to co-create solutions together by using their
creativity and the results are as follows:
01 Reduce debt….become a life expert: set
up a debt reduction consulting
02 Elders centre: set up a centre for elder
groups to meet

Testing Out : Government Innovation Lab in Thailand

02 House-Bound Elders: elder who may
(3) Community Regulatory or may not need basic medical care, 03 Market for the elders: create an area for
Assistant however doesn’t like to socialise or have the elders to sell products and services
responsibility at home.
The proposal aims to create a syllabus for The innovation team decided on the “Elders
education institutions to build herbal drug 03 Bed-Ridden Elders: elder who need Pa Za” market as a direction. It is a play on
registrants to serve the local communities. medical care and carers. the word “Plaza” in Thai “Pa Za” means to
It will help communities to create, retain come out and have fun. The activity’s aim is
and develop local herbs to be self-reliant, to make a difference in people’s lives. Most
and sustainable. importantly, it is a platform for the elders to
interact with others.

26 Prototype Testing of “Elder Pa Za“

28 Elders Pa Za Market
8 United Nations. 2017. “World Population Prospects The 2017 Revision”. 9 HelpAge International. 2015. “Global AgeWatch Index 2015 Insight Re-
(https://esa.un.org/unpd/wpp/Publications/Files/WPP2017_KeyFindings.pdf). port”. (http://www.helpage.org/global-agewatch/reports/global-age-
02

02
watch-index-2015-insight-report-summary-and-methodology/).
 050
The prototype pilot project includes the
following activities:
01
Creating income by trading at a market
place. It also acts as a career training and
product development centre
02
Support access to information for the
elders, such as rights education.
2.3.5
Community Tourism
Innovation Prototype at
Baan Lam, Petchaburi
Testing Out : Government Innovation Lab in Thailand
Tourism is one of the fastest growing sectors
of the world economy. In 2018 Thailand’s
tourism industry will grow to 7.9% of
Thailand’s GDP.10
The TAT wants to develop Sustainable –
Community-Based Tourism at Baan Lam
district in Petchaburi province due to the fact
that the local administration, people in the
community and OPDC are ready and willing
to cooperate.
The findings from the initial in context research
were that the community has great capacity
for tourism and could categorise the target
users’ needs into 2 groups.
02
051
The result from the design research is “The
Dream...Bang Khun Sai”, which is a network
of authentic tourist attractions in which many
local communities come together. By using
the uniqueness of each community to create
a shared experience for the users, tourists will
03 experience activities and interact directly with
Offering financial programs for the elders locals without having to go through a middle
to plan their income and debt management person. This improves income and will create a
sustainable system for the local communities.
04
30 Tourists joining “The Dream...Bang Khun Sai.”
Mobile doctor’s unit for health and mental
improvement activities
The prototype pilot project includes the
following activities:
01 02
Elevate the community as an ecotourism Promote and support the community to be
destination. This results in a strong local known to repatriate community members
community and creates self-reliance, thus to go back to work.
generating jobs and improving income.
Testing Out : Government Innovation Lab in Thailand
01 Local community
Local community wants a sustainable The next step for the project is to launch a
management system that generates PR activity. A website and an application is
income but also does not create negative planned to introduce the project and the district
impact to the environment. by the Petchaburi province administration in
conjunction with the private sector. In an effort
02 Tourist to improve local English language capacity, the
Tourists want direct access and learn the district is planning an activity with an English
authentic ways of the community. language volunteer group and a tour company,
in order to target foreign tourists.
10 Amornvivat S. PhD, Rungsindipol K., Srithunpong T. PhD, Buaeng Advertisement Poster of “The Dream...Bang
Saeng P, (2018), Economic Intelligence Center. “Quarter 1/2018 29
02
Outlook Report”. Khun Sai.”
 052
2.3.6
Community Enterprise
Innovation Prototype at
Kuan Kanoon, Pattalung
Part of the Thai Government’s policy to
improve Thailand’s competitiveness is the
“Thailand 4.0” policy and developing Community
Enterprises is one of the most important
agendas.
Pattalung province has the capacity to develop
in this area as the province has at least 86
Community Enterprises, with Kuan Kanoon
district having the potential to be developed
into a leading district in this area.
The Innovation Team chose Kuan Kanoon due
to its capacity to weave Krajood. This type of
product is supported by the government and
there are many local communities in the district
that produce Krajood woven products. The
findings from the research and design process
Testing Out : Government Innovation Lab in Thailand
led to the end result of a “United Krajood
Pattalung Group.” A centre, which aims to make
manufacturing Krajood an environmental-friendly
activity utilising shares resources to develop
local manufacturing, product
development and consultation.
31
Products from “United Krajood Pattalung
02
Group“
The local communities will choose their
representative for the Centre. The activities
are as follows:
01 Information Centre for tourists to
introduce visitors to the district
02 Trade area to showcase and sell
products
03 Promoting design knowledge of
Krajood products
04 Environmental Standard Promotion
Centre offers consultation on
environmentally friendly manufac-
turing of Krajood
05 Machine tental for members
Currently, a working committee is
planning to create a Krajood network
according to the findings of the study,
while the local Krajood network is putting
together a proposal for funding to the
District administration.
The Design Thinking approach and
community involvement in the design
process has shown that communities
can define problems and create
innovative solutions.
053
The prototype pilot project includes the
following activities:
01 03
Establish a network to provide Krajood Environmental protection and marketing
equipment rental service. consultant service.
02
Environmental Development Tools
Services for the communities to tackle
environmental issues.
2.3.7 The needs that the team found are
• Integration of the famers
Organic Farming • Group certification
Innovation Prototype at
Leung Nok Ta, Yasothorn • Certification from the Central Institute
• Marketing of organic farm products
Testing Out : Government Innovation Lab in Thailand
The organic farming market in Thailand is
worth THB 2.3 billion and it is growing at the Leung Nok Ta has had many agencies come in
rate of 10% per year.11 and help develop the area for a period of time;
however, the famers need solutions that are
The Leung Nok Ta district in Yasothorn is very different. The proposed idea is an “Organic
known for organic farming. The Innovation Farming, the Yasothorn Way”. It is a road map
Team went to the area to talk to the organic that aims to help farmers to become organic
farmers and divided the famers into 3 groups. farmers. It is basically a Learning Centre for
interested parties to visit and gain information
01 Organic farmers that still need organic on how to become organic farmers. A training
farming knowledge course is also part of the plan by involving
the local “Guru” and a book that contains the
02 Startup organic farmers knowledge.
03 Expert organic farmers
11 Ministry of Commerce Press Centre (23 February 2017). “Ministry
of Commerce pushes Thai organic farming to the world” http://
www.moc.go.th/index.php/moc-news/2015-10-19-04-33-08/
02
item/321256.html
 054
The prototype pilot project includes the
following activities:
01
Set up a working committee to create the
“Organic Farming, the Yasothorn Way”
training course and internal knowledge
management.
Testing Out : Government Innovation Lab in Thailand
02
02
Creating curriculum on “Yasothorn
Organic” for knowledge management.
However, due to limited time, the
curriculum has not yet to finished.
2.4
055
Conclusion
Experience from the pilot projects shows
that the Government can support and create
collaboration and integration from different
parties as well as create a creative space to
foster and develop public innovation. The results
from these pilot projects received positive
feedback from users. These pilot projects
still need further iterations, development and
co-creation with users.
Testing Out : Government Innovation Lab in Thailand
02
 Setting Up

057
How to set up
Government Innovation
Lab to Answer the
Needs of Thai Citizens

Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
3.1 Key Recommendations for Setting Up
Government Innovation Lab in
Thailand
3.2 Government Innovation Labs:
Possible Models for Thai Context
3.3 Innovation Realm: Recruit People
With the Right Mindsets and Skillsets
3.4 Innovation Team Competencies
3.5 Innovation Lab Journey
3.6 Recommendation

03
 058
3.1

Key Recommendations for Setting Up
Government Innovation Lab in Thailand
1.
Clarify Goals of the Innovation Lab
The essential first step of setting up the
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
2.
Create New Culture of Working
The innovation lab should be a safe platform
3.
Be Citizen-Centric and
Policy-Considered in Project Selection
Begin by identifying the challenges that are
“close to the citizen’s hearts”, and which
affect people’s lives directly, while taking into
account policy direction. It is important in the
early stage to build a “champion project” to
demonstrate values of the innovation lab and
its concept. The early evidences of success
will lead to growing support and collaborations
and therefore contribute to survival of the lab.
Hence, the criteria that should be considered
059
mindsets and skillsets, especially for the
core innovation team. The key mindsets for
the innovation team include empathy, impact
driven, openness, curiosity, flexibility, bias
towards action, and resilience. In addition,
the key skillsets encompass new sets of
skills that are different from those existing
within public organizations, such as citizen
engagement, innovation skills, facilitation
skills, system thinking, branding, and future
casting, as well as more skillsets that might
seem to be common but are necessary for
projects’ success, for example project
management, IT, communication, and political

government innovation lab is to come up with
clear goals and roles. Why does the government
innovation lab exist? What roles does it play
in the creation of innovation for public? Some
examples of the goals suggested by different
experts and policy makers are as follows:
• Create new solutions for public services
through methodology that put citizens at
the heart of the process
• Conduct research on unmet needs or
pressing societal challenges and come
up with the right questions, then engage
and support citizens in creating solutions
• Build innovation capacities for public
sector organizations to transform their
own process and services
Different goals require different strategies
and implementation. Having clear goals helps
to guide which approaches to take, which
resources and capabilities to acquire, what
kind of partnerships to establish, and what
outputs to create. Goals can be changed over
time according to changing conditions of the
team and the external environment. In the
early stage of the government innovation lab,
the recommended goal is to engage citizens
and the public sector in creating innovative
solutions for public service.
03
that encourages envisioning new
possibilities, fosters collaboration across
sectors, and supports experimentation
and continuous learning from both success,
as well as failures. By tapping into the
sociable and fun-loving nature of Thai
people, building a working atmosphere
that is collaborative and delightful helps
to create positive conditions for creation
o f in n o vat io n s . Op en , f l exib l e, an d
entrepreneurial culture helps to bring
out people’s potential and positively
affect both the innovation process and
outcomes. The horizontal and trust-based
relationships are preferred over the
hierarchical, command-and-control
working style. Furthermore, a physical
space for creative and friendly atmosphere
is crucial to enhancing the team’s innovation
performance.
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
in project selection include sense of urgency and cultural awareness.
for citizen, policy alignment, interest and
buy-in from the public organization partners,
potential impact, required effort and chance
of success.
4.
Build a Team With the Right Mindsets
and Skillsets
The innovation team consists of a team leader,
dedicated core team members with mixed
skills and experiences, and the expanded
team which is comprised of a network of
experts and practitioners from a wide variety
of disciplines who contribute specific and
relevant expertise to innovation projects.
The core team, who will be the main driver
of the innovation lab is advised to be small,
with less than ten members, to keep the team
lean and dynamic and allow flexibility to work
on diverse issues. The core team will work
with the expanded team and partners from
various backgrounds, including stakeholders
from different sectors, the local people, the
experts and practitioners, and the bureaucrat
connectors who can help the team to connect
with the right people in the government.
Having the right people in the team is key
to the success of the innovation lab. It is
important to recruit people with the right

03
 060
5.
Be Flexible in Methodology
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
At the early state, Design Thinking is recommended
as the key approach to guide the innovation
development process due to its collaborative
nature and growing awareness and interest in
Thailand. However, the innovation team should
stay flexible in integrating and applying other
tools and methods that suit different purposes,
conditions, and contexts. Furthermore, innovators
should keep abreast of recent developments in
innovation methodology and seek to advance
the knowledge around methodology for public
innovation in the Thai context.
03
6.
Foster Relationships and Be Inclusive
To ensure a high level of engagement and
support from citizens and the public sector,
the lab will need to communicate its mission,
key concepts, projects, and resulting impact
to the stakeholders and the public. Instead
of promoting the innovation lab as an
exclusive organization that is tied to certain
political leaders, the focus should be placed
on creating the sense of inclusiveness and
ownership, the feeling that this innovation lab
belongs to everyone in the society and that
anyone can be a part of it. The innovation lab
should maintain a politically neutral position
and image and provide opportunities for
citizen and stakeholders to participate and
contribute in the innovation process. Calls
for proposals, community of practice, and
knowledge dissemination are some of the
ways that the lab can engage citizen,
partners, and supporters. Furthermore,
impact measurement is necessary not only
for the team’s learning and development but
also for demonstrating values of the projects.
With effective communication and engagement,
the lab can build awareness and momentum
and thus able to maintain and attract
supporters, positively contributing to the
sustainability of the lab.
061
7.
Balance Between Freedom and Power
to Affect Meaningful Change
When considering where to position the
government innovation lab, the key factors
that should be taken into account are freedom
and legitimacy. The closer to central power in
government, the stronger the power to drive
changes within the government. On the other
hand, the more decentralised it is, the more
freedom there is to set agenda, operate, and
experiment radical ideas.
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
5 different models are proposed based on
varying levels of proximity to executive power
01
National Executive Model
In this model, the Government Innovation
Lab is established closest to the national
executive power, directly under the Prime
Minister’s Office, and therefore has more
power to drive national agendas, gain
cooperation, and collaborate with other
governmental agencies, from departmental
to ministerial level.
Government
Central
Power
Ministries
Local Administrative
Organisation
32 National Executive Model
03
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063
02 Government 05
Ministerial Model Independent Model
Innovation team or lab is set up under a The lab is established outside the government
ministry (or bureau) or jointly between two and operates independently without the
or more ministries. This model allows the government’s control, although collaboration
innovation team to focus on specific needs and good relationships with the government
of the respective ministries. Establishment Central are in place. The lab has the freedom to
under multiple ministries enables better Power set their own agenda and obtain financial
integration and collaboration among different support from various sources, including
government ministries. Ministries government budget, international
organizations, foundations, and private
Local Administrative organizations.
Organisation
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens

Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
Government 34 Local Executive Model Government

04
Non-Bureaucratic Model
In this model, the innovation lab is established
Central in the form of a public organization under Central
Power governmental control, which allows greater Power
operational flexibility and freedom than a
Ministries government agency or a state-owned Ministries
Local Administrative enterprise that still operates under complicated
Organisation rules and regulations. Nevertheless, the Local Administrative
Organisation
government still provides financial support
and plays a role in setting agenda and guiding
33 Ministerial Model the lab’s directions. 36 Independent Model

Government

03
Local Executive Model
Innovation team or lab is formed under
provincial or local government in order to
address challenges and improve public Central
services at the local and provincial levels. Power

Ministries
Local Administrative
Organisation

35 Non-Bureaucratic Model
03

03
03 Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens 064

3.2
Government Innovation Labs:
Possible Models for Thai Context

Possible Model Goals and Description Proximity to Government Sources of Fund Example

Central Innovation Lab
• To spark public innovation National Executive Model or Government budget Establish the central innovation
for national-level agenda Non-Bureaucratic Model lab under the Office of the
(set by government or Prime Minister to be able to
citizen) drive change and collaborate
• Research on pressing with different functions and
social challenges and organizations across the
government
frame the right question
or agenda to work on
• Build social innovation
capacities for public
sector organisations

Mini Innovation Lab or
Innovation Team
• Innovate solutions Ministerial model or Local Government budget Set up the innovation team
for public services at Executive model under the Ministry of Digital
the local and provincial Economy and Society to innovate
level or organizational public service solutions related
and inter-organizational to e-commerce
level
• Agenda set based on
needs of respective
organisations

Independent Innovation • Create social innovations Non-Bureaucratic Model or Private organisations, citizen, Innovation lab established as
Lab for public, private, and Independent Model international organisations, a public organization, social
non-profit sectors government budget enterprise, fund, or foundation
• Has freedom to set own to co-create social innovations
agenda and work on wide with partners from various
variety of issues sectors

03 Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens 065
 066
3.3

067
Innovation Team: Recruit People With the
Right Mindset and Skillset

Government
Champion Financier Bureaucrat
Connector
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens

Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
Creator

Government Innovation Lab

Create a team with the right mindsets and
the right mix of skillsets: the innovation team
consists of a team leader, dedicated core team
members with mixed skills and experiences, Doer
and the expanded team, which is comprised
of a network of experts and practitioners from
a wide variety of disciplines who contribute
specific and relevant expertise to innovation
projects.
Designer
The core team who will be the main driver of
the innovation lab is advised to be small with
less than ten members to keep the team lean
and dynamic and allow flexibility to work on

Collaorators
diverse issues. The core team will work with
the expanded team and partners from various Guru Expert Local
backgrounds, including stakeholders from
different sectors, the local people, the experts
and practitioners, and the bureaucrat connectors
who can help the team to connect with the right
people in the government. Citizen Citizen Citizen

37
Relationship between i-Team,
collaborators, and supporters
03

03
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3.4 3.5

069
Innovation Team Competencies Innovation Lab Journey

Having the right people in the team is key to the

success of the innovation lab. It is important Growth Line of
Year 5
to recruit people with the right mindsets and Central Innovation Lab
skillsets, especially for the core innovation
Grow
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens

Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
team. The key mindsets for the innovation
team include empathy, impact driven, openness,
curiosity, flexibility, action-oriented, and resilience. Year 3-4 Co-create public innovation
In addition, the key skillsets encompass new with multiple stakeholders to
sets of skills that are different from those existing create systemic changes
within public organisations, such as citizen Blossom Policy recomendation
engagement, innovation skills, facilitation skills, Year 1-2
system thinking, branding, and future casting, Co-create public innovation
with multiple stakeholders Change culture and mindset of
as well as more skillsets that may seem to be government agencies.
common but are necessary for the success of Seed Build strong networks of
projects; for example, project management, practitioners and supporters Be a central platform for
IT, communication, and political and cultural Capacity building with knowledge and practice on
leanrning by doing Innovation capacity building public innovation
awareness.
and provide consultantcy
Build innovation team, to interested government
collaborators, and find source agencies
of fund

Co-creating Futures Start with “Low-hanging fruits”

- Understanding human nature to create “Champion Project”
and context Empathy
- Work with citizen and benefiary Inclusive
- Building network Reselient
- Future casting Flexible

Creative
Public Prolem Team Capacity Various Type of Tools
Solving Network Trust and Credibility
Creative Delightful
Reflective Curious
Realistic Action-oriented
Envisioning Possibilities
- Change agent Stimulating Learning
- Creating new future - Flexibility in methodology use 53 Growth Line of Central Innovation Lab
- Understanding culture and - Visualisation skills
political landscape - System thinker

38 Innovation Team Competencies

03

03
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Stage 1 : Seed
This stage involves running pilot projects, setting
up an innovation team, identifying partners,
securing funding, and building innovation
capacity for the innovation teams through
training and executing hands-on projects.
The team is advised to “start small,” that is,
focus effort and energy on a few important
“low-hanging fruit” projects, keep the team
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
small, and maintain a low profile. After the
projects realize desirable impact or outcomes,
the team can start to communicate success
and create widespread awareness. In the early
state, the key emphasis should be placed on
building the “champion projects” that help to
prove the value of the innovation lab. Strategic
communication and awareness creation
among the partners, stakeholders, and citizen
are critical at this point. Without awareness
and understanding, further support and
collaboration can be difficult. Therefore, internal
capacity building, quick win, and awareness
creation are essential to obtain buy-in from
partners and supporters and ensure survival
of the lab at the early stage.
35 “Start with a first set of actions that create the preconditions for the
03
next set to be rolled out, rather than attempt to do them all at once”.
Stage 2 : Blossom
At this stage, the innovation team has the
capacities and credibility to take on more projects
and build strong networks of practitioners and
supporters. The lab can begin to engage more
numbers of citizen, social innovators, experts
and entrepreneurs to co-create solutions for
more complex and challenging problems.
Furthermore, it can start to play a role as an
educator and consultant to advise and build
innovation capacities for interested public
sector organisations.
Stage 3 : Grow
From the accumulated experiences and
growing networks of supporters, at this stage
the lab is ready to work on complex and
larger-scale challenges, and aims toward
systemic change. Furthermore, the scope
could be expanded from building innovation
capacity to instilling innovation culture into
day-to-day operations of public sector organi-
zations. In addition, the lab can also play a role
as a knowledge hub that is open for people to
learn and exchange knowledge about public
innovation and social innovation.
3.6
071
Recommendation
Creative problem solving, co-creating with citizens, and taking
a human centric approach, are powerful mechanisms that would
help to make an effective Government Innovation Lab. Innovation
labs around the world are set up with different goals, using different
methodologies, which result in different outcomes. Global
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
examples have proven that an innovation lab can create positive
change. To set up a Government Innovation Lab in Thailand, many
important factors need to be considered and understood, such as
the government’s context at the time.
Below is the recommendation to set up a Central Innovation Lab in Thailand.
01 Set the Goal
Setting a clear goal from the beginning is crucial. The unit could be a combination of
an Innovator for the public and Enabler to demonstrate value through champion
projects and build relationships with the people, in order to make people feel that the lab
is inclusive and does not exclusively belong to anyone. This is to build innovation capacity
before becoming an Educator and Consultant to educate other education agencies.
02 Project Selection
Project selection should start with selecting projects that are “close to the hearts and
minds” of the people. The goal is to improve the sustainable wellbeing of people.
The project should not be too challenging but create sizable impact.
03 The Team
In the beginning the team should be small and lean, but work with various partners.
There are 3 main positions to run the lab:
• The Creator - This person knows the process well, knows how to work the
system and is able to work with various people and parties
• The Designer - The main role is to plan and use design methodologies to
create innovation
• The Doer – who is the connector and implementer.
03
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073
04 Positioning of the Lab
The unit should be set up in such a way as to enable it to have access to work with other
government agencies and so that it can utilise the government’s influence to facilitate
collaboration. The research team recommends that the lab be set up in OPDC.

05 Physical Space
The space should facilitate creativity and not be too formal. The environment should be
different from typical government offices and create a sense of delight.

06 Funding
In the beginning, the source of funding should come from the government. By allocating
funding from the government as either a seed fund or endowment, shows that the
Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens

Setting Up : How to set up Government Innovation Lab to Answer the Needs of Thai Citizens
government is serious about creating innovation to meet the people’s needs.

07 Methodology
The methodology should enable people to be creative. It could start with Design thinking
and co-create with people (Citizen Engagement) by creating a platform for citizens to voice
their opinions and engaging various types of people to create a dialogue.

08 The Name of the Lab

Should avoid the word “Innovation” in the name to manage expectation and not to over-
promise and under-deliver.

To create sustainable change, the government could build a mechanism and support
for people to be aware of the importance of Innovation and promote an innovation
mindset to civil servants through a learning by doing process.

To incentivise government employees to embrace innovation, a system of rewards

and KPI’s could be set up to encourage them to use innovation in their work process.
Also, the government could reduce unnecessary rules and regulations that could
hinder innovation and invite all levels of government employees to participate in
decision making and the sharing of new ideas.

Setting up a government innovation lab does not happen overnight. It takes a great
deal of effort, trial and error, collaboration and anticipation to create effective value
for the people.
03

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Acknowledgements
Many thanks to all who have assisted with the production
of this publication. In particular, we would like to thank: Researcher
Pisate Virangkabutra, Lecturer, School of Global Studies,
Thammasat University
Supporter Praewa Satutum, Co-Director, School of Global Studies,
Ministry of Interior Thammasat University
Ministry of Science and Technology Viroonrat Chokchaithanakul
Ministry of Public Health Benya Muekthong
Ministry of Commerce Warangkana Limsupanark
Thailand Creative & Design Center (TCDC) Nitirat Yasun
G-Lab, Thammasat University Watcharapong Dengplad
Redek, King Mongkut’s University of Technology Chinphanee Sukawata
Thonburi

Editor
Insights and Guidance Parut Penpayap
Alexandru Oprunenco, Innovation Specialist, UNDP Piyaporn Aroonkriengkrai
Mathan Ratinam, Lead Design Specialist Innovation and
Entrepreneurship Trade and Competitiveness,
World Bank Group Design
Brenton Caffin, Executive Director, Global Innovation Studio 150
Partnerships, Nesta
Thomas Prehn, Director, Mindlab
Marco Steinberg, CEO and founder, Snowcone &
Haystack
Kaweewut Temphuwapat, Team Lead, Innovation Lab,
PTT
Nattapong Jaruwannapong, Former Director, Thai Social
Enterprise office (TSEO)
Deunden Nikomborirak, Research Director, Thailand
Development Research Institute (TDRI)
Kalaya Puvanant, Office of the Public Sector
Development Commission
M.L. Katatong Tongyai, Executive Directors, Department
of Export Promotion, Ministry of Commerce
Chantira Jimreivat Vivatrat, Director General, Department
of International Trade Promotion Executive Office,
Misnistry of Commerce
Kittirat Pitipanich, Acting Director, Thailand Creative &
Design Centre (TCDC)
Saranon Limpananon, Designer & Founder Studio
Aeroplane

Advisor
Thosaporn Sirisumphand, Secretary-General,
Office of the Public Sector Development
Commission (OPDC)
Martin Hart-Hansen, Deputy Resident Representative,
UNDP
Wisoot Tantinan, Team Leader, Democratic Governance
and Social Advocacy Unit, UNDP

UNDP Team
Thanyaporn Jarukittikhun, Thailand Social Innovation
Platform Manager, UNDP
Nattha Aungkasit, Project Coordinator, Thailand Social
Innovation Platform, UNDP
United Nations Development Programme Office of the Public Sector Development
12th Floor, United Nations Building, Commission (OPDC)
Rajdamnern Nok Avenue, 59/1 Pitsanuloke Road, Dusit,
Bangkok 10200, Thailand Bangkok 10300, Thailand
Tel (66) 2 304 9100 Tel (66) 2 356 9999
Fax (66) 2 260 0556 Fax (66) 2 281 7882
www.th.undp.org www.opdc.go.th