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Beyond Light Bulbs and Pipelines:
Leading and Nurturing Innovation in the Public Sector
Professor John Bessant, Tim Hughes and Professor Sue Richards
 A report prepared by the Sunningdale Institute or the Cabinet Ofce
Sunningdale Institute – Delivering Practical Wisdom
 
Leading and Nurturing Innovation in the Public Sector 
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Leading and Nurturing Innovation in the Public Sector 
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Executive Summary
Public Sector Innovation
There is growing recognition within government thatpublic sector innovation is essential in a context whichrequires government to achieve more with less, whiledeveloping new solutions to old and new complexproblems. However, though innovation has enteredthe Whitehall narrative, there is an under-developedappreciation o what public sector innovation mightmean in practice and how it can best be supported.The Cabinet Oce and Department or Business,Innovation & Skills (BIS) commissioned the NationalSchool o Government’s Sunningdale Institute to explorewhat models o innovation and innovation support existin the public sector, where they are and are not eective,and to recommend ways in which innovation can bebetter supported in the uture. Our work ollows onrom a piece by the ISOS Partnership, who mapped andassessed the eectiveness o support or innovation inthe children’s, health and justice sectors.The Sunningdale Institute team interviewed 17knowledgeable people on innovation rom inside andoutside government and conducted a review o therelevant literature. Together with the ISOS Partnership’swork, a message came through loud and clear thatthere is no shortage o good ideas in the public sector;but the challenge is to make something o them ona larger scale. With this in mind, it is important toconsider innovation as a linked process rom initialidea generation or identication, through scaling upand development, to launch and subsequent diusion,with the latter stages just as signicant as the ormer.Thereore, managing innovation is important, but it isequally important that public servants do not adopt aone-size-ts-all approach. Dierent types o innovationin dierent settings require dierent sources and ormso support.
Framework or analysinginnovation and support
We have developed a ramework or analyzinginnovation and its support, based on the ollowingactors.Not all innovations are the same; they can take severalorms which or simplicity can be reduced to ourdimensions o change:
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‘product innovation’
– changes in the things(products/services) which an organization oers,
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‘process innovation’
– changes in the ways in whichthey are created and delivered,
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‘position innovation’
– changes in the contextin which the products/services are introduced andbranded, and
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‘paradigm innovation’
– changes in the underlyingmental models which rame what the organizationdoes.For the purposes o this report we took paradigminnovation as a raming actor, since its evolution iscomplex and impossible to predict and the result othe interactions o multiple actors and actors. The
paradigm
changes that are altering our mental modelsat the present time include:
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The revolution in inormation and communicationstechnology
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