Major changes in the political and bureaucratic agendas create the context and the content for innovation to happen. Major change agendas offer the time and capacity to consult widely in creating innovations. As a result, they have the potential to meet real needs in a manner acceptable to clients and providers. Planned changes should recognize the power relationships that result from the changes. Without an understanding of the fuller impact of the changes, innovation results could be contrary to the objectives initially established.
Many innovations fail.
To reduce the risk of failure, excellent management, a professional approach, a supportive work environment, a learning organization, and other components of a culture of excellence are needed to support innovation. Innovations should be introduced in a timely manner, create value added, and pay political dividends. Supportive leadership and competent innovative staff are a pre-requisite. An output-oriented outlook is key to success. A chief characteristic of a culture of excellence is its capacity to learn.