When transforming from the old to the new, it's crucial to make the first move count. Substantial change effort should initially focus on reducing cognitive constraints and organizing backing, enabling innovations to not only start but also scale and integrate effectively.

Contrary to the common narrative, the public sector is not inherently resistant to innovation. In reality, there are plenty of innovative ideas within the sector and attempts to innovate happen frequently, with people across all levels of public organizations keenly aware of the flaws in their systems and receptive to exploring new ways of doing things. This receptiveness fosters a conducive environment for experimentation and the pioneering of new approaches. This is good news, because there is space for experimentation and pioneering within the sector. Nevertheless, the journey of innovation within the public sector is fraught with obstacles. The task of scaling and integrating new ideas into existing frameworks is particularly daunting, largely due to the intricate web of regulations, the diverse array of political interests, and a prevailing risk-averse culture that leans towards compliance rather than groundbreaking change. Despite the frequent initiation of proofs of concept, pilots, and experiments, the organizational, political, and institutional milieu often acts as a barrier, constraining innovation, diminishing its impact or thwarting its expansion across wider contexts. The real challenge for the public sector is not so much the lack of ideas, but moving beyond the old practices and wholeheartedly adopting the new approaches.

Innovation in the transitional zone

Enter the concept of liminal spaces—a term not commonly used in public sector discussions but crucial for understanding how innovation can be nurtured in such environments. These spaces are defined as transitional zones where the old has not yet fully departed, and the new has not entirely settled, creating a fertile ground for experimentation and the adoption of novel practices. In such spaces, the usual rigid norms and practices are temporarily relaxed, offering a window where innovative ideas can be tested and potentially adopted. Despite this potential, public sector innovations frequently encounter difficulty in sustaining their journey through these transitional zones, often due to an accumulation of pressures that inexorably pull practices back to their conventional state, akin to an overstretched piece of elastic that extends only so far before retracting. Only if the elastic breaks, do the new ways actually replace the old. This analogy illustrates that breaking through the old paradigms requires more than just a good idea; it necessitates a rupture from the past. Embracing this perspective sheds light on the fact that initiating experiments, pilots, or projects in the public sector goes beyond merely proving the feasibility of new ideas. More fundamentally, it involves challenging and evolving established mindsets. Without this crucial shift, the inherent resistance, much like the elastic cord, will inevitably pull initiatives back to traditional practices.

In many instances, innovations begin on a small scale, as most public organizations shy away from drastic, large-scale investments in innovation, preferring instead a cautious approach that minimizes risk. This strategy, while pragmatic, often results in innovative efforts being relegated to peripheral areas of the organization, where they are perceived to pose the least threat to established operations. This approach, focusing mainly on demonstrating a project's feasibility without challenging existing norms and practices, overlooks the real barriers to innovation. Innovation is about breaking the elastic cord and moving beyond the transitional zone. Of course, demonstrating feasibility is important, but primarily because it helps shift minds.

Establishing legitimacy for change

The real work of innovation should be directed towards easing cognitive constraints and creating space for the innovation; isolating innovative initiatives does exactly the opposite. Although many innovators are satisfied by the mere opportunity to experiment within given constraints, they may not fully appreciate that innovation demands challenging and redefining established practices at every step, paving the way for meaningful progress subsequent advancements. It's about establishing the legitimacy for innovative change and laying the foundation for profound transformation. Therefore, the initial step in any innovation process is of paramount importance, because it could very well be the last, as a misstep at this stage could halt further progress.

To kickstart innovation, venturing into the liminal space is crucial; a first project should be provocative. Such a project can be small, but it should be highly symbolic and framed within a broader and more ambitious context, signifying not just the potential of a specific project but establishing legitimacy for an overarching idea. This approach creates leeway to challenge and modify established norms and practices. Throughout the project, innovators must prioritize gaining support and interest from key stakeholders, including both internal influential figures and external authorities, aligning them with the project's higher objectives. The project's success should not merely demonstrate feasibility, most of all it reinforces confidence in the strategic direction, thereby legitimizing the initiative and further steps in the innovation process. Remember, we are not demonstrating a project's potential; we are creating legitimacy and support for an overarching idea, which will help us transition from the old to the new. But as long as old practices have not yet been departed, and new ways have not fully taken hold, the elastic cord can always pull you back.

In conclusion, innovators in the public sector face a paradox. On one hand, there is an awareness that the system isn’t all good and a desire to improve it. Yet, at the same time, the space for innovation is limited and constrained. Innovators can use liminal spaces to initiate innovation but must be aware that this first step is crucial. The first move can be small in scale but must be significant in its symbolism and intent. By focusing on expanding the space for experimentation and aligning projects with broader goals, and gathering internal and external support, innovators can ensure that their innovations cross the transitional zones successfully and replace the old ways.

Acknowledgement: a key construct in the blog is based on the research of Garud, Kumaraswamy,  Roberts  and Xu (2020) regarding liminal space.