Introduction to Public Sector Innovation

The introductory chapter differentiates innovation from change and explores the meaning of innovation for changed relationships and changed expectations amongst both service providers and service users. In the public sector, innovation is seen as a distinct process characterised by the sometimes difficult relationship with bureaucracy and public officials. The positive or negative impact of public sector culture is crucial, along with the constraints upon leadership in this sector. In the context of urban and local governance, the leadership role of directly elected mayors is assessed using international examples. The success of local innovation is linked directly to the form of local governance. Such governance is politically defined, and this may either enhance or hinder public innovation. In terms of explanatory theory, the assumption that private sector models of entrepreneurial product or service innovation can be applied to the public sector is rejected. Public sector innovation is necessarily collaborative if it is to succeed. Throughout, examples and illustrations from different national settings are provided in order to support the points made.