Finding Innovation In Chaos
By Vihaan Jani
Finding innovation in chaos: Reflection on Entrepreneurship in Government & Large Organisations
When we think of innovation, images of tech start-ups, flashy pitch decks, and breakthrough apps usually come to mind. It's a word so often linked with speed, risk-taking, and unicorn companies that we rarely associate it with places like government departments or large bureaucracies. But what if we’ve been looking in the wrong places all along?
I used to believe innovation only thrived in agile environments where ideas moved fast and investors moved faster. That changed during my study of the unit “Entrepreneurship in Government and Large Organisations” at the University of Canberra (UC). I began to see innovation not just as a disruption from the outside, but as a quiet, persistent force working from within. This article reflects on how my perspective shifted while studying the unit.
Innovation as hope where it’s needed most
For me, innovation has come to mean hope. It’s the bridge between frustration and progress. In complex systems where inefficiency feels inevitable, finding a better way becomes not just desirable but necessary.
The Entrepreneurship in Government and Large Organisations unit helped me recognise that meaningful change doesn’t always look like a revolution. Sometimes it’s a city digitising its services to better serve residents. Other times, it’s a hospital harnessing data to improve patient outcomes. The value of these efforts isn’t measured in IPOs or venture rounds, it’s measured in lives improved. And in public sector environments, that impact is deeply human.
Recognising this more human, grounded version of innovation helped set the stage for a deeper understanding of how change can happen from within.
Realising the power of the intrapreneur
Building on that foundation, I was introduced to the concept of intrapreneurship – driving change from within a large organisation. Before, I wasn’t sure if one person could really make a difference in a big, bureaucratic system. But this unit changed my mind.
I saw how tools like the Lean Startup method based on testing ideas quickly and learning from feedback can work even in places with lots of rules and risks. Change may be slow, and innovation in government may not seem exciting, but that’s exactly why these spaces need people who are brave and empathetic.
I began to see that the most effective change-makers aren’t just creative. They’re also strategic, determined, and hopeful. That combination is what makes real progress possible even within seemingly rigid systems.
Still, creativity and courage alone aren’t enough. I learned that to drive innovation in large organisations, bold ideas must be paired with practical execution.
Balancing bold ideas with strategic execution
I also learned how important “structure” is. Without a clear plan, innovation can just become noise. Tools like the Stage-Gate process, often seen as too strict, actually help manage risk and keep everyone on the same page, especially in big organisations.
One key lesson was knowing when to use different methods. It’s not about which tool is better, but about choosing the right one for the situation. For example, fast experiments might work well in a startup. But in a government setting, a more careful, step-by-step process like Stage-Gate helps build support and avoid mistakes.
Most importantly, I learned that change management isn’t about forcing people to adapt, it’s about guiding them through transformation with empathy and clarity. That’s what makes change sustainable.
These strategic insights were important, but the most profound shift came from within when I began to redefine what it means to think entrepreneurially.
Becoming an entrepreneurial thinker
Perhaps the most personal part of this journey was the internal shift I experienced. I used to think of entrepreneurship as a trait, something you either had or didn’t. Now I understand it as a mindset, one grounded in curiosity, adaptability, and action.
You don’t need to be in a garage in San Francisco to innovate. You can be in a council office in Dubbo or a policy unit in Canberra. All it takes is the courage to start small, the vision to think big, and the curiosity to ask, “What if we did this differently?”
This reframing helped me see how anyone, in any role, can contribute to innovation simply by thinking differently and acting with intention.
Final thoughts
Innovation isn’t always fast or flashy. Sometimes it’s slow, strategic, and deeply rooted in existing systems. But that doesn’t make it any less powerful. In fact, the impact can be even greater because it’s happening where it matters most.
The next world-changing idea might not come from a tech hub. It might come from someone like you or me or someone sitting inside a government department, quietly building something that truly makes lives better. And that, I’ve learned, is the kind of innovation worth fighting for.