Courageous Leadership in Government Innovation — with Susie Braam

Quick Overview

Susie Braam, former UK National Security leader and current CEO of Lean Startup Co., emphasizes that effective leadership in government innovation requires shifting from a control-based mindset to one rooted in curiosity and continuous improvement, which she learned through experience rather than formal training.

Key Points: Braam previously built and led the UK government's first innovation unit, which was responsible for delivering high-risk, high-reward projects across security and commercial sectors. She defines innovation simply as "anything new that adds value," contrasting it with processes that encourage risk aversion and bureaucracy within government settings. A key realization, spurred by a 'car crash in slow motion' moment, was that leaders must shift their mindset from solely ensuring compliance and security to actively seeking and encouraging innovative behaviors. Braam learned that leaders must be open to coaching and willing to ask the right questions, rather than assuming they have all the answers, especially when navigating uncertainty. She advocates for leaders to play to their strengths, focusing on nurturing continuous improvement and curiosity, rather than trying to control every aspect of the innovation process. Her current role involves coaching leaders on how to apply Lean Startup methodology to create value and avoid bureaucratic hurdles that stifle innovation, particularly in regulated environments.

Context: This interview features Susie Braam, a former UK National Security leader who spearheaded the creation of the government's first innovation unit, now serving as CEO of Lean Startup Co. The discussion centers on the challenges and necessary mindset shifts required for successful innovation leadership, particularly within large, regulated public sector organizations, contrasting traditional control-based approaches with a more curious, Lean methodology.

Detailed Analysis

Susie Braam recounts the difficult transition when she was tasked with building the UK government's first innovation unit, which handled high-risk projects across national security and commercial sectors. She notes that this environment was inherently risk-averse and bureaucratic, leading to a 'car crash in slow motion' realization about the need for a mindset shift. Braam defines innovation simply as 'anything new that adds value,' stressing that it should not be stifled by excessive process or compliance measures typical in government. She highlights that her initial approach involved trying to create a structure (like a growth board) to manage innovation, but she quickly learned that leadership in this space requires courage and a curiosity-driven mindset, rather than a focus solely on control or security. She emphasizes that leaders must be open to coaching, willing to ask the right questions, and capable of discerning which behaviors drive value versus which create bottlenecks (like excessive focus on compliance). Braam concludes that successful innovation requires embracing continuous improvement and recognizing that innovation is about solving problems in a better way, not just following rigid established processes. This requires leaders to be comfortable with uncertainty and willing to let teams explore solutions without immediate fear of failure or the pressure to deliver perfect outcomes instantly.