How mission-driven approaches can transform government — from the Apollo Program to 3rd-generation missions for inclusive and sustainable societies. Case studies, frameworks, and implementation guidance for the GNB Transformation Committee.
Mission-oriented innovation refers to a strategic approach to public policy in which specific, ambitious goals are set to drive and align innovation efforts in a particular direction. Missions are designed to address complex societal challenges and can only be achieved by a portfolio of projects and supportive policy interventions.
"I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth." — John F. Kennedy, 1961
Mariana Mazzucato argues for a stronger leadership role for the State in innovation — not merely correcting market failures, but actively shaping markets and creating value:
Not only an enabler of private sector innovation, but an active participant in creating new value and markets.
Not only a fixer of market failures, but a designer of market conditions that drive inclusive growth.
Not only a lender of last resort, but a patient, strategic, committed source of innovation finance.
Mission-oriented approaches have evolved through three distinct generations, each reflecting the challenges and possibilities of its era.
| Dimension | 2nd Generation | 3rd Generation |
|---|---|---|
| Primary Goals | Technological achievement, national security | Directed growth strategy that is inclusive and sustainable |
| Examples | Apollo Program, Manhattan Project, ARPANET | Climate-neutral cities, inclusive societies, healthy sustainable food |
| Funding Source | Predominantly government | Mixed: government, private sector, NGOs |
| Stakeholders | Primarily government agencies and contractors | Multisectoral: government, private sector, civil society |
| Innovation Approach | Top-down, centralized | Bottom-up, participatory |
| Technology Focus | Specific, targeted breakthroughs | Broad, encompassing multiple technologies and sectors |
| Measurement | Specific milestones (e.g., landing on the moon) | Complex, multidimensional metrics (e.g., SDGs) |
| Public Engagement | Limited, mostly indirect through media | High, with active involvement and awareness |
| Legacy | Technological advancements, national pride | Sustainable development, global equity, climate resilience |
The moon landing illustrates why missions generate value far beyond their stated objective. Apollo's spillover effects included advances in electronics and materials science, spinoff technologies (cordless tools, water purification, freeze-dried foods, telemedicine, biocompatible materials), creation of new industries, significant job growth, enhanced international collaboration, inspiration for STEM education, strong public-private partnerships, and the iconic "Earthrise" photograph that sparked global environmental consciousness.
Mazzucato's framework identifies six principles that missions should embody — each mapped against the current reality of how government operates and what a new approach demands. This tension between "what missions require" and "how government currently works" is precisely what Reimagine GNB is tackling through its Foundational Levers.
A mission is structured as a layered system — from high-level political agenda setting down to a portfolio of concrete projects and experiments. Each layer reinforces the others.
Define the overarching societal challenge to solve (e.g. energy transition, aging population)
Frame a time-bound, measurable objective (e.g. "Net zero grid by 2035")
Identify participating sectors (e.g. oil & gas, electricity, mobility, construction)
Curate a portfolio of mission projects — bottom-up experiments connected to the top-down objective
Missions require rethinking three core policy instruments — the same foundational levers that Reimagine GNB's workshops have been exploring:
Embracing a functional approach rather than a product-oriented approach. Government describes the function, the objective, or even better the mission it wants to achieve — rather than specifying inputs.
Rather than assessing whether a market failure has been corrected, the question becomes: what form of new market has been created? This requires a fundamentally different approach to policy appraisal and evaluation.
Because innovation is highly uncertain, has long lead times, and is collective and cumulative, it requires not just any type of finance, but patient, strategic, committed finance.
Catalysing Camden's post-COVID recovery through mission-oriented innovation. A London borough of 220,000 people that adopted 4 missions funded for 6 years.
Developed the Good Life Camden framework to measure how people are doing. Published an annual State of the Borough report evaluating progress against the borough's vision, ambitions, and missions.
£2,000 microgrants to individuals and organisations — 313 grants to date, decided by a panel of residents.
To grow a more inclusive economy across the borough.
Re-imagined to emphasise dynamic, long-term system transformation over static, incremental improvements.
The Province of British Columbia adopted 6 missions funded for 3 years, with $480m in new funding and a $500m InBC investment fund — targeting $200bn in private sector investment.
BC's missions represent a comprehensive new policy toolkit requiring fundamental changes to procurement (functional, not product-oriented), financial assessment (measuring new markets created, not just market failures corrected), and public finance (patient, strategic, committed).
A mission framed around three core characteristics of 3rd-generation mission design:
A transformational goal for health that extends beyond the hospital system.
Involving actors across government, health, community, and private sectors.
Bottom-up solutions curated into a coherent portfolio — including $800m new funding for Action for Health and a $120m transitional care facility.
Each case study demonstrates that mission-oriented innovation demands significant, sustained investment from multiple sources. The scale varies with population and ambition, but the principle is consistent: transformation is not free.
| Case Study | Population | Investments (CAD) | Sources of Funding |
|---|---|---|---|
| We Make Camden | 220,000 | 4 missions funded for 6 years; $2–$25m per mission; $55m community wealth fund | Borough Government; UK green/youth grants; Philanthropy micro-grants |
| Inclusive & Sustainable BC | 5,700,000 | 6 missions funded for 3 years; $480m new funding; $500m InBC investment fund | Provincial Government; Federal matching for rural broadband; Targeting $200bn in private investment |
| Health Beyond Hospital | 1,000,000 | $800m new funding for 2 years (Action for Health); $120m for 178-bed transitional care facility | Provincial Government; $355m new Federal funding; $46m purchase of West Bedford TCU by Shanax |
Before launching missions, establish the governance structures, decision rights, and accountability mechanisms that will steer them. This echoes the Foundational Levers work: governance is the first lever to shift.
Missions require public legitimacy and broad stakeholder awareness. Communication is not an afterthought — it is a foundational enabler.
Rather than waiting for universal buy-in, build a "coalition of the willing" and create momentum through early adopters. This mirrors the Early Adopters Workshop model from Reimagine GNB.
Missions demand new capabilities: the ability to run experiments, tolerate failure, and adapt quickly. This is the culture change that the HR and Policy levers must enable.
Early wins build the case for continued investment. Making progress visible sustains political will and public engagement.
Research identifies a consistent set of conditions required for mission-oriented innovation to succeed:
Based on: Al-Jayyousi et al., "Mission-Oriented Innovation Policy for Sustainable Development: A Systematic Literature Review," Sustainability 15(17), 2023.
Successful missions require building broad support systematically. The following strategies guide how to grow engagement from initial vision to sustained movement.
Articulate a compelling vision and specific, measurable goals. Ensure alignment with stakeholders' values and priorities.
Involve key players from the start to foster ownership. Conduct collaborative workshops and open dialogues.
Highlight the potential impact on society and the organisation. Share success stories and examples from similar missions.
Maintain open communication channels for updates and feedback. Share progress and challenges regularly to build trust.
Secure commitment from top leadership to champion the mission. Encourage leaders to visibly advocate for the mission's goals.
Identify and achieve early successes to build momentum. Use these wins to reinforce the mission's value and feasibility.
Listen to stakeholder concerns and address them proactively. Offer solutions and support to overcome potential obstacles.
Ensure incentives are in place for participation and contribution. Align mission goals with personal and organisational incentives.