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"This book brings together contributions from researchers and practitioners in a celebration of achievements with the intention of adding to the wider understanding of how service innovation develops. Each case presents a brief description of the context in which the innovation occurred, the opportunity that led to the innovation and an overview of the innovation itself, also addressing how success was measured, what success has been achieved to date and providing links to further information. The book is organized around five major themes, each reflecting recognized sources of service innovation. Business model innovation, new ways of creating, delivering or capturing economic, social, environmental and other types of value. The organization in its environment, an organization engaging beyond its own boundaries, with public private partnerships, sourcing knowledge externally, innovation networks, and open or distributed innovation. Innovation management within an organization, an organization actively encouraging innovation within its own boundaries using project teams, internal governance of innovation, and methods or tools that stimulate innovation. Process innovation, changes in service design and delivery processes, such as consumer led innovation or consumers as part of the innovation process, service operations management, and educational processes. Technology innovation, the use of technology, including ICT enabled innovation, ICTs that are themselves innovative and support the delivery of new services, new ICT services, new ways of delivering services associated with ICT products, and technology other than ICT. The final part of the book is given to four extended cases allowing for a more in-depth treatment of innovation within a complex service system. The extended cases also illustrate two important and growing trends, firstly the need for, and benefits of, a more customer centric approach to service innovation and secondly the need for better understanding of public services and the role of public-private partnerships in identifying and achieving innovation. "

"Agenda Reformasi Birokrasi yang dicanangkan pemerintah Republik Indonesia menempatkan manajemen pengetahuan sebagai salah satu pilar dalam pencapaian visi reformasi birokrasi. Knowledge management system sebagai alat bantu teknologi informasi, dapat dimanfaatkan untuk mengelola pengetahuan dalam mendukung proses inovasi pelayanan publik. Penelitian ini bertujuan mengusulkan kerangka kerja pengembangan knowledge management systems yang mendukung inovasi pelayanan publik dengan studi kasus pada Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi, serta Lembaga Administrasi Negara sebagai instansi pembina inovasi publik. Kerangka kerja usulan merupakan hasil modifikasi Fernandez’s methodology yang dipilih dari hasil evaluasi 5 (lima) metode pengembangan knowledge management systems menggunakan teknik Analythical Hierarchy Process (AHP). Metode tersebut selanjutnya digabungkan dengan komponen kerangka kerja dalam tahapan siklus pengembangan sistem mulai dari perencanaan, analisis, desain, dan implementasi sebagai kerangka kerja usulan. Penelitian ini menggunakan metodologi penelitian campuran (mixed-method) dengan tahapan penelitian meliputi evaluasi kandidat metode pengembangan KMS menggunakan teknik AHP, menentukan target pengetahuan yang dibutuhkan dalam inovasi pelayanan publik, dan menggabungkannya kedalam satu siklus pengembangan sistem yang kompeherensif. Penilaian pakar (expert judgement) dilakukan untuk memvalidasi kerangka kerja yang diusulkan. Hasil dari penelitian ini adalah sebuah kerangka kerja pengembangan knowledge management systems yang mendukung inovasi pelayanan publik.

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The Bureaucratic Reform Agenda launched by the Republic of Indonesia's government places knowledge management as one of the pillars in achieving the vision of bureaucratic reform. Knowledge management systems as a tool for information technology can be used to manage knowledge in supporting public services' innovation process. This study proposes a framework for developing knowledge management systems that support public service innovation with case studies at the Ministry of Administrative Reform and Bureaucratic Reform and the State Administration Institute as a public innovation fostering agency. The proposed framework is a modified Fernandez's methodology selected from the evaluation of the 5 (five) methods of developing knowledge management systems using the Analytical Hierarchy Process (AHP) technique. These methods are then embedded into the systems development cycle stages as a proposed framework for developing knowledge management systems. This study uses a mixedmethod research methodology with research stages, including evaluating KMS development method candidates using AHP techniques, determining target knowledge needed in public service innovation, and combining them into a complete system development cycle. An expert judgment is carried out to validate the proposed framework. This research is a framework for developing knowledge management systems, which includes the stages of planning, analysis, design, and implementation."

"ABSTRAKPemerintah Kabupaten Banyuwangi menjadi kabupaten paling inovatif di Indonesia,khususnya dalam hal inovasi pelayanan kesehatan (IPK). Sama halnya dengan inovasi dipemerintah daerah lainnya, praktik IPK di Kabupaten Banyuwangi juga tidak terlepasdari tingginya peran kepala daerah. Artinya, keberlanjutan IPK di KabupatenBanyuwangi akan dipertanyakan jika Bupati Banyuwangi saat ini tidak menjabat lagi.Studi ini merupakan pendekatan post-positivistik dengan jenis penelitian kualitatif untukmenghasilkan data deskriptif yang bertujuan untuk menjelaskan kesiapan PemkabBanyuwangi dalam menjaga keberlanjutan inovasi melalui Sistem Inovasi Total (SIT) Ato-F. Teknik pengumpulan data dilakukan secara mixed method baik melalui kuesionerdan wawancara mendalam serta dokumentasi. Penelitian yang dilakukan sejak 1 Oktober2018 hingga 30 Mei 2019, menghasilkan 2 (dua) temuan penelitian. Temuan pertama,kesiapan Pemkab Banyuwangi dalam berubah dapat dikatakan siap, namun kesiapantersebut belum disertai dengan adanya kesiapan sistem inovasi yang terlembaga di dalamorganisasi tersebut. Kasus IPK di Kabupaten Banyuwangi, keempat elemen SIT A-to-Ftidak hadir secara utuh. Di elemen proses inovasi, Bupati Banyuwangi memainkan peranmulai dari A-to-F, namun bagaimana teknik inovasi, anggaran, waktu yang dialokasikanmasih belum terdokumentasi dengan baik. Begitu pula budaya kreatif yang saat ini mulaiterbentuk karena tingginya peran Bupati Banyuwangi dalam menginisiasi hal tersebut.Sementara itu, 2 (dua) elemen lainnya yaitu perencanaan strategis inovasi dan metrikinsentifinovasi masih belum ada di Pemkab Banyuwangi. Temuan kedua, untuk menjagakeberlanjutan inovasi melalui SIT A-to-F, ada faktor-faktor yang menjadi pendorong danjuga penghambat. Ada lima faktor pendorong yaitu adanya regulasi, adanya kompetisiinovasi, perekrutan sumber daya manusia unggul, keterlibatan organisasi non pemerintah,dan komitmen pimpinan organisasi. Sementara itu lima faktor penghambat yaitu belumada program inovasi secara khusus, belum ada peraturan daerah terkait inovasi, belumada studi-studi kebijakan terkait inovasi pelayanan publik, belum ada mekanisme insentifkhusus bagi inovator, dan tingginya intervensi Bupati Banyuwangi.

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ABSTRACTRegency of Banyuwangi is the leader of all regencies in term of public health serviceinnovation (IPK). In line with innovation practices of local governments at general, IPKpractices cannot be removed from high role of a local leader of Banyuwangi. It meansthat sustainable IPK practice will be questioned if the recent Regent of Banyuwangi willbe substituted in next period. The approach used in this study is the post-positivism withtype of qualitative research to yield descriptive data, aiming to describe readiness ofRegency of Banyuwangi in maintaining sustainable innovation through Total InnovationSystem (TIS) of A-to-F model. Data collection technique were derived by means of mixedmethod through questionare, depth interview and documentation as well. The duration ofresearch time which was started from October 1st 2018 up to May 30th, 2019, yieldingtwo study findings. First finding, readiness of Regency of Banyuwangi in context oforganizational change is ready, but this readiness has not been accompanied by thereadiness of an institutionalized innovation system within the organization. Case of IPKin Banyuwangi Regency, those elements of TIS A-to-F are not present completely. Atinnovation process element, the Regent of Banyuwangi plays role starting from A-to-Ffunctions, but how innovation technique, fund resouces, and time are not welldocumented. At creative culture element, role of Regent of Banyuwangi is central increating this culture. While, two elemens both strategic innovation planning and metricincentiveof innovation are not appearing in Regency of Banyuwangi. Second finding, tomaintain sustainable innovation through TIS of A-to-F model, there are supporting andhindering factors. The supporting factors are existence of regulation, existence ofinnovation competition, excellent human resources recruitment, involvement of nongovernmentorganizations, and leadership commitment. Whereas, the hindering factorsare absence of special innovation program, absence of local government regulation ofinnovation, absence of policy and innovation studies, absence of special incentivemechanism for innovators, and high intervention of Regent of Banyuwangi."

"Pengaruh di lingkungan bisnis dan kebijakan pemerintah di Stasiun Pengisian Bahan Bakar untuk Umum (SPBU) seperti subsidi harga Bahan Bakar Minyak (BBM), pembatasan kuota minyak subsidi yang didistribusikan, biaya tenaga kerja meningkat setiap tahun dengan persentase yang signifikan. Thesis ini membahas Bisnis Model Inovasi dengan konsep Layanan Mandiri sebagai transformasi bisnis di SPBU. Konsep self-service ini diharapkan dapat menjadi alternatif solusi untuk bisnis SPBU di Indonesia karena keunikan, pengalaman baru merupakan hal yang baru bagi pelanggan SPBU di Indonesia di Indonesia.

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Driven by business environment and also government policy in petrol station business such as price for subsidize fuel, limitation of petroleum quota distributed, also the labor cost increased yearly with significant by percentage. This paper discussed petrol station business model innovation with self-service concept as a business transformation in petrol station. Self-service concept is hoped to be an alternative solution to petrol station business in Indonesia due to uniqueness, new experience to customers in Indonesia."

"Skripsi ini membahas bentuk pemberdayaan pegawai negeri sipil yang dilakukan di Unit Pelayanan Terpadu Kesehatan Masyarakat Ubud II, Kabupaten Gianyar, Provinsi Bali dalam pelaksanaan inovasi one stop service bagi kelompok stigma. Penelitian ini menggunakan paradigma post positivis melalui teknik pengumpulan data kualitatif yaitu wawancara mendalam. Hasil penelitian menunjukkan pemberdayaan pegawai negeri sipil yang dilakukan di UPT Kesmas Ubud II dalam pelaksanaan Inovasi One Stop Service Bagi Kelompok Stigma belum memenuhi semua dimensi yang dikemukakan oleh Aileen Mitchell Stewart. Dimensi yang telah dilakukan dalam pelaksanaan inovasi adalah dimensi memperlancar (facilitating), berkonsultasi (consulting), berkerja sama (collaborating), dan mendukung (supporting). Dimensi yang belum terpenuhi adalah dimensi membuat mampu (enabling) dan dimensi membimbing (mentoring).

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This thesis discusses the form of empowerment of civil servants at the Public Health Integrated Service Unit Ubud II, Gianyar Regency, Bali Province in the implementation of innovation of one stop service for stigma group. The research uses a post-positivist paradigm through qualitative data collection technique, which is in-depth interview. The results showed that the empowerment of civil servants conducted has not fulfilled all of the dimensions proposed by Aileen Mitchell Stewart. Dimensions have been made in the implementation of innovation is the dimension facilitating, consulting, collaborating, and supporting. Dimension unfulfilled in the implementation of innovation is enabling and mentoring."