In public institutions, ministries, international organizations and large corporations, innovation has become an omnipresent term. It appears in strategic narratives, roadmaps and internal communications. Yet it rarely translates into sustainable organizational reality. Teams are asked to “innovate,” to “think differently,” to “demonstrate agility,” while already operating under significant emotional, operational and decisional overload. The injunction to innovate is added on

In public institutions, ministerial environments, and private organizations, organizational culture is not decorative. It is neither a symbolic layer nor a peripheral subject. It constitutes the institution’s nervous system. It shapes how decisions are understood, translated, and implemented. It determines the quality of cooperation, the regulation of tensions, the ability to absorb pressure, and the extent to which strategy becomes — or fails to become — a lived reality. Par