Strategic Mission Design in Public Innovation Policy
A framework for mission-oriented governance in public sector innovation
1Mission-oriented policy context
The paper addresses the growing need for structured approaches to mission-oriented innovation policies in public management. These policies aim to tackle grand societal challenges through coordinated, cross-sectoral initiatives. The research builds on contemporary debates about the role of public institutions in driving systemic innovation. It specifically examines how strategic missions can be operationalized beyond high-level declarations.
2Theory of Action framework
Gronchi proposes a comprehensive Theory of Action for mission design in public innovation policy. This framework bridges the gap between policy intentions and implementation mechanisms. It provides public managers with structured guidance for translating broad missions into actionable programs. The approach emphasizes the need for alignment between strategic objectives and operational capabilities.
3Strategic management components
The framework identifies four critical components for effective mission design: problem definition, solution pathways, governance structures, and evaluation metrics. Each component requires careful consideration of stakeholder dynamics and implementation constraints. The paper highlights how these elements interact throughout the policy lifecycle. It offers specific tools for managing trade-offs between ambition and feasibility.
4Implementation challenges
The research identifies common pitfalls in mission-oriented policy implementation, including misaligned incentives and capacity gaps. It analyzes how traditional bureaucratic structures often conflict with the experimental nature of innovation missions. The paper provides case examples of these tensions from various policy domains. It suggests adaptive governance mechanisms to maintain momentum despite institutional inertia.
5Stakeholder coordination
A key focus is the coordination of diverse stakeholders across government, industry and academia. The framework outlines methods for building shared understanding of mission objectives. It emphasizes the role of boundary-spanning actors in maintaining alignment. The paper provides practical tools for managing complex multi-actor collaborations.
6Evaluation approaches
The Theory of Action includes robust methods for assessing mission progress and impact. It moves beyond traditional output metrics to capture systemic effects. The framework helps managers distinguish between implementation failures and design flaws. It provides guidance for iterative policy refinement based on real-time learning.
7Public sector innovation
The research contributes to broader discussions about innovation capacity in public institutions. It challenges conventional views of government as merely a regulator or funder. The framework positions public agencies as active participants in innovation ecosystems. It offers concrete suggestions for building entrepreneurial capacity within bureaucratic structures.
8Policy design implications
The paper provides actionable insights for policymakers designing mission-oriented programs. It demonstrates how strategic clarity improves implementation effectiveness. The framework helps avoid common traps like mission drift or premature scaling. Ultimately, it offers a systematic approach to addressing complex societal challenges through innovation policy.
Original article: Research Policy — Strategic Mission Design in Public Innovation Policy