Canadian Government Executive - Volume 26 - Issue 01

POLICY By Lisa Witter and Jaee Samant I t can take weeks to introduce a new idea or busi- ness model but years to pass a change in the law. Our rules can block innovations that can power productivity and solve our most pressing social and environmental challenges, and fail to protect our citi- zens as they struggle to adapt to a new era. A more agile approach to regulation is needed to maxi- mise the potential of the Fourth Industrial Revolution. Through the Global Future Council for Agile Gover- nance, we have gathered the latest evidence from across the world on how our rule-making system needs to adapt to this new environment. Here’s our 10-point pitch for how regulators need to adapt: 1. Embrace the future Recent history is littered with examples of regulators be- ing caught short by disruptive innovation and reacting suboptimally. Agile regulators lean into the latest technol- ogy trends and proactively shape them, using foresight methods to identify possible futures and make prepara- tions to adapt. Singapore has embraced foresight thinking and set up a Centre for Strategic Futures in the Prime Minister’s Office to create a “strategically agile” public service. Other governments are now following suit. 2. Focus on outcomes Too many rules focus on process, not outcome, stifling businesses that find new ways of doing things. Agile regulators are designing “tech-neutral”, outcome- focused regulatory regimes. Not only do these generally perform better in adapting to technological change, they can actually stimulate businesses to innovate to meet out- comes. Japan is implementing a new governance model in areas such as health and safety. Instead of setting requirements Agile How regulators can keep pace with technology Governance: 26 / Canadian Government Executive // January/February 2020