When routines innovate: a multilevel public-sector innovationcapability model

What is it about?

Government agencies often struggle to innovate because their people, structures and rules were designed for stability, not change. Researchers have studied pieces of this puzzle—such as leadership, resources or external partnerships—but no study has connected all the pieces into one clear picture. Our study brings these fragments together. We systematically reviewed the best research through 2024 and built a single model that shows how public organisations develop the capability to innovate over time. The model works at three levels: Micro – individual skills and motivation; Meso – team and organisational support; and Macro – the wider ecosystem of laws, partners and citizens. Across these levels we identified 14 essential elements, grouped into four areas: Behavioural, Organisational Support, Governance and Relational. Each element can either help or hinder innovation, depending on how managers handle it. In practice, the model acts like a roadmap: it helps public-sector leaders spot bottlenecks, align strategy and resources, and break down bureaucratic silos. By doing so, agencies can turn routine work into creative solutions that deliver greater public value and build citizens’ trust.

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Photo by Markus Winkler on Unsplash

Photo by Markus Winkler on Unsplash