Innovative working methods (New Ways of Working) from the private sphere, particularly the tech sector, have begun to make their way into public administrations. How are these new methods – which harness flexibility for innovation and streamline the decision-making chain – received in the public sector, which itself is experiencing profound transformation? How do they affect and alter management?

Although several countries have tested and adapted these practices to local conditions, Belgium has gone the farthest in implementing them countrywide.

The NWoW initiative was introduced by the Federal Public Service (FPS) Policy and Support, which was tasked with assisting every federal government department with the changeover.

In terms of leadership and to help change management methods, the FPS has set up the In Vivo service offer, a recognised centre of excellence for coaching, change management and experiential learning. Over six years, twenty employees were trained and supervised by multidisciplinary outside consultants. They are now designing two categories of "journeys" – individual and organisational – to be offered to all public service managers. The journeys are available in several modules in a bid to provide gradual, customised support.

This new culture is primarily based on the trust placed in each employee and a significant reduction in 'monitoring'. The method makes it possible to provide answers to managers' questions when facing new situations.

At the forefront of innovation, the FPS recently started experimenting with "self-managed teams": seven managers have opted for this alternative way to organise work and shared their first impressions.

On the other side of the Atlantic, Canada has also started to extensively transform management in the federal public service, to bring it into line with its core values of job attractiveness and well-being in the workplace.

The Key Leadership Competency Profile grew out of consultations with employees and was finalised in conjunction with the Workplace 2.0 initiative. It focuses on collaboration, innovation, streamlining, increased performance, flexibility and diversity. It is tool of reference for the recruitment, assessment and promotion of management staff.

Thanks to the Policy on Interchange Canada mobility programme, federal managers can temporarily work in the private sector and become acquainted with managerial innovations.

Other national-level mechanisms with the same goal of detecting and strengthening leadership include three "Innovationsmentoring" programmes in Austria, "Newton" in Estonia and "Leadership Insights" in New Zealand.

As the OECD prepares its first Draft Recommendation of the Council on Public Service Leadership and Capability, these innovative approaches can inspire us to build the public management of tomorrow.