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

Within public organisations, large corporations and international institutions, leaders operate in environments where everything moves too quickly: files, directives, crises, political expectations and social pressures. In this high-pressure environment, one paradox persists: strategic clarity is essential — yet it is often the first thing to disappear when complexity increases. Teams seek clear reference points, while managers seek stable direction. Governance, meanwhile, re