## 5 Discussion  
### Bridging Challenges in the Network  
In the network graph shown in Figure 1, challenges with larger nodes represent the betweenness centrality, such as C8 \"a culture of resistance to change among employees\", C15 \"overlapping functions between departments\", C4 \"lack of information about technology to innovate in services\", C14 \"the service-oriented-thinking gap between managers and employees\", and C18 \"lack of coordination and poor internal communication\", which act as crucial bridges connecting specific clusters of related challenges within the government entity as outlined below, with C8 holding the highest betweenness centrality value, which indicates that this challenge amplifies other challenges in the network:  
* C8 bridges between C11, C18, and C21: \"Resistance to change among employees\" (C8) reinforces demotivation (C11) as employees feel disengaged from or resistant to new initiatives. This resistance also intensifies coordination problems (C18), as employees may resist collaborating effectively. Furthermore, resistance hinders the adoption of structured innovation processes (C21), making formalizing efforts to drive innovation difficult.
* C15 bridges between C18, C7, and C20: \"Overlapping functions between departments\" (C15) often lead to poor internal coordination and communication (C18) as employees struggle to navigate unclear roles and responsibilities. This overlap is compounded by rigid rules and processes (C7), which prevent departments from adopting flexible approaches to collaboration. The lack of integration between government entities (C20) further intensifies this issue, as interdepartmental inefficiencies spill over into external collaborations. Together, these challenges create a cycle of disorganization and inefficiency that significantly hinders innovation.
* C4 bridges between C3, C12, and C20: The \"lack of information about technology to innovate in services\" (C4) acts as a bottleneck that impacts employees' ability to apply knowledge gained from training (C3). Even well-trained employees may find themselves ill-equipped to innovate effectively without adequate technological information. Additionally, this lack of information weakens employees' incentives and rewards (C12), as their inability to utilize new technologies diminishes motivation and recognition for innovation. Furthermore, \"poor integration between government  
Figure 3: Classification of challenges.  
entities for shared services\" (C20) exacerbates this challenge, as fragmented systems fail to provide the technological insights or shared resources necessary for driving service innovation.
* C14 bridges between C9, C8, and C13: The \"service-oriented-thinking gap between managers and employees\" (C14) creates misalignment in innovation efforts, notably when top management lacks commitment and support (C9). This gap reinforces \"a culture of resistance to change\" (C8), as employees perceive a misalignment between managerial expectations and practical realities. Additionally, \"the absence of a customer-centric mindset\" (C13) further widens this gap, as neither managers nor employees are aligned on addressing the needs of current and future customers. This misalignment undermines innovation efforts, creating systemic inefficiencies and limiting the government entity's ability to adapt to evolving service demands.
* C18 bridges between C15, C8, and C21: Coordination and communication issues (C18) often arise from overlapping departmental functions (C15), where unclear roles and responsibilities create inefficiencies. Poor coordination also deepens cultural resistance (C8), as employees struggle to align with unclear communication processes. Additionally, without addressing C18, efforts to implement formalized innovation processes (C21) often fail, as coordination is crucial for systemic alignment and execution.