System innovation rarely moves at a steady pace. When working to change entire systems, you are almost always dependent on many different actors. Companies. Municipalities. Authorities. Researchers. Residents. Financiers. Each of them has their own logic, their own decision-making processes and their own pace. This means that system change almost always occurs in jerks. Sometimes it goes very slowly. Then something happens and suddenly everything has to go very fast.
The person who leads system innovation must therefore master a rather special ability. To be able to both accelerate and brake.
When the system moves at different speeds
Imagine a project where several organizations collaborate on a new sustainable solution. A municipality needs to make an investment decision. But the municipality’s budget process is slow. The decision must be discussed in several committees and prioritized against other needs such as schools, healthcare and infrastructure.
The project ends up on hold. Meanwhile, weeks or months pass. Meetings become rarer. Actors focus on other things.
Then it happens. The decision is made. Suddenly there is a green light. Financing can be activated. Procurement can start. Collaboration projects can be started. But then people are booked for other things. Organizations have replanned. The energy in the project is lower than it was when the decision was discussed.
This is a classic example of how system innovation moves. Not as a straight line. But more like a series of waves.
Agility in a complex reality
That is precisely why an agile mindset is often very useful in system innovation. It is not necessarily about running a strict agile project according to a method book. But the principles are valuable.
Working in shorter cycles. Making regular reconciliations. Being able to quickly change direction when conditions change. When a system project is waiting for a decision, you can continue working on things that do not require the decision. You can develop the narrative. Prepare materials. Build relationships. Create prototypes. Collect data.
When the decision comes, you can accelerate quickly.
Agility is not just about speed. It is about preparedness.
The missed opportunity
In systems innovation, a missed opportunity can have major consequences.
When many actors are involved, sometimes short windows arise where change is possible. A decision is made. A new political priority arises. A budget is opened. A new manager takes office. If the project is ready then, you can act immediately. If you are not ready, the window can close.
And when the window closes, it can take a long time before the next one opens.
That is why a systems innovation leader often needs to feel a strong sense of urgency even when the project is temporarily at a standstill. Stagnation does not mean that the opportunity has disappeared. It means that you have to be ready when it returns.
Riding the wave
Another way to understand this is to think of change as a wave. When an important decision is made, energy is created in the system. The media writes about it. Organizations start talking about it. New opportunities open up. If you use that energy, you can create the next step.
A decision leads to a new initiative. That initiative leads to a new collaboration. The collaboration leads to a new investment decision. The wave grows.
But if you don’t act, the wave dies out. Then you have to start over. And starting a new wave is often much harder than riding an existing one.
A system innovation leader therefore often works to sense the energy in the system. When should we push. When should we wait. When should we accelerate.
Creating the conditions for others
A large part of the system innovation leader’s work is about helping others succeed. Many people in organizations want to contribute to change but lack the tools to sell the ideas internally. They may lack a clear language. A picture of the future. A story that engages. Therefore, the system innovation leader often needs to create material that makes the change easier to communicate.
These can be visual models. Clear concepts. Memorable names. Simple stories about where the system is headed. When these are in place, others can carry the message even when the system innovation leader is not in the room. This way, the change is spread.
Checking in on the situation
Another underestimated skill is simply checking the situation.
It may sound trivial but is often crucial. What is happening right now with the actors in the system. What decisions are coming. What obstacles have arisen. What initiatives are underway.
A system innovation leader often functions as an information node. Information is spread between actors who otherwise do not talk to each other. New opportunities are discovered. Problems are identified early. Information works a bit like wood in a fire. It keeps the process alive. When people hear what others are doing, new energy often arises.
The initiative rarely comes from the biggest players
Another important insight is that large organizations are rarely the first to drive system change. Not because they lack the will. But because their actions are heavily scrutinized. A manager in a large organization that does something unexpected can quickly receive criticism internally or externally. This means that many choose a more cautious path.
Therefore, the initiative often arises in smaller organizations. A startup. A research environment. An innovation program. A keystone organization that can take risks and try new ideas. The system innovation leader is often right there. In the role of initiator.
Being outside the comfort zone
Driving system innovation almost always means being outside the comfort zone. You need to take initiatives that others do not dare to take. Ask questions that challenge established structures. Push processes forward despite uncertainty.
This does not mean that you should be careless. But it does mean that you must be prepared to be uncomfortable. If a system innovation leader always feels completely comfortable, it is often a sign that the change is not very deep.
The art of changing pace
Perhaps the most important skill in system innovation is therefore being able to change pace. Knowing when to slow down and build relationships. When to wait for the right decision. When to prepare for the next step.
And knowing when to step on the gas.
When the energy is there. When the wave is building. When the opportunity arises. Systems innovation is less like driving on a highway and more like sailing on the open sea. The winds change. The currents shift. Sometimes you have to wait. Sometimes you have to act quickly.
Anyone who learns to read these movements can create change in systems that otherwise seem impossible to move.
