How bureaucracy fuels innovation

Last week I introduced the Personal Progression for Government Innovators framework. I have created this framework to make sense of the journey civil servants embark upon as they decide to try to innovate and make change from within their organisations. The framework outlines five different “states” that civil servants may embody as they work to innovate within government organisations, the dominant emotions that change agents are likely to experience within each state, and the impact each state has on citizens.