Appropriate innovation: creating the conditions for test and learn
We think that Pat McFadden’s recent speech on “test and learn” is an exciting step towards making the government more agile and innovative.
But it’s fair to say there has also been a degree of scepticism, with many noting that we’ve heard similar declarations of intent in the past, or that “government as a start-up” is simply too risky.
Certainly, making this a reality demands more than admirable intent and crossed-fingers. It requires robust structures, the right skills, and safeguards to ensure that innovation doesn’t spiral into aimlessness and playing with new toys. Innovation requires a clear vision to keep teams focused on achieving outcomes.
“At its best, the “start-up mentality” is radical pragmatism, indelibly dyed with a purpose and plan.”
♥️ Hearts and minds
There will need to be a significant shift in culture, mindset and understanding. Bridging the gaps between Policy, Operations and Digital isn’t just about process - it’s about fostering collaboration, empathy, and building a shared language.
Public perception must not be overlooked. A new way of "doing government" affects everyone, and with it comes the responsibility to build trust and confidence.
Traditionally, government is seen as an oil tanker, tethered to rigid commitments and a culture where "u-turns" are seen as weaknesses rather than strategic pivots. This mindset is deeply embedded in public and media narratives, making it critical to recontextualise "failures" as part of a dynamic, learning-driven approach.
Labour’s Missions are positioned at a high enough altitude to allow for the necessary flexibility and adaptability, but ensuring public and media understanding of any shifts is essential. By framing test and learn as a structured, accountable process that drives better outcomes, we can reshape expectations, demonstrating that responsiveness and agility are strengths, not shortcomings.
⚖️ Testing and learning, responsibly
We recognise that speed and agility are core to test-and-learn approaches, but they must be applied in the right context. Test and learn cannot be about “failing fast” at the point of delivery for critical government services, especially where there’s a single point of system failure.
It can, however, flourish in exploring the problem space early, safely, and rigorously. By testing ideas at this stage, teams can refine solutions, mitigate risks, and ensure scalability without compromising trust in essential services. Forecasting also plays a crucial role, using insights from testing to anticipate potential challenges, evaluate longer-term impacts, and shape strategies that are resilient and future-ready.
Lighthouse’s two-pronged approach helps in creating this context. Portfolio thinking ensures that high-risk innovation is offset by more stable initiatives, enabling bold ideas to be tested without jeopardising essential systems.
Meanwhile, our policy design accelerators provide the space to explore, test, and refine ideas quickly and effectively, delivering actionable insights that can be scaled with confidence. Together, these methods create the conditions for responsible innovation and meaningful impact.
“Appropriate innovation means finding balance: maintaining the agility to adapt quickly while safeguarding the stability and reliability that public services depend on. ”
🚀 Accelerate progress through collaboration
We know the best solutions come from blending the expertise of policy, digital, operational, academic, SME, and frontline teams. Our accelerators and sprints are designed to break down silos, bringing these groups together to create real, tangible outputs.
As the smallest possible scale for testing ideas, accelerators serve as a valuable precursor to broader test-and-learn initiatives. They provide a low-risk, cost-effective way to explore solutions, refine concepts, and identify which ideas and policy levers are worth pursuing.
By acting as an effective front door to larger efforts, accelerators mitigate risk and ensure initiatives are grounded in evidence before scaling. Whether it’s developing a prototype or a proof of concept, this approach gives departments the confidence to refine, scale, and deliver initiatives that create meaningful impact.
🏋🏽 Build the capabilities to make it happen
For “test and learn” to succeed across government, bridging the cultural, knowledge, and skills gaps between Policy, Operations, and Digital is critical. We help build the capabilities needed to develop these skills, create a common language, and foster understanding and empathy between colleagues.
Confidence and trust in each other are essential in this environment. The “government as start-up” analogy highlights the need for agility and innovation, but it also brings the same high-pressure demands seen in start-ups.
For teams to thrive under these conditions, they must feel confident in their own abilities and trust their colleagues to deliver. This requires not just technical and strategic skills, but also a culture of mutual respect and support.
“It’s about more than simply sticking a service designer in a team, it’s about creating the conditions where teams can work collaboratively under pressure, navigate challenges together, and maintain focus on shared outcomes. ”
How Lighthouse can help
At Lighthouse, we help create the conditions for responsible innovation.
Our portfolio thinking and accelerators enable bold ideas to be tested safely while ensuring stability for essential services.
If you’re in Policy, Operations, or Digital and unsure how this brave new approach to test and learn might affect your work, we can help. We bridge gaps, build confidence, and foster the skills and shared understanding needed to thrive in this evolving landscape.
