Public service, personal passion – how did that happen?
When it comes to public service, I go way back. I studied political science and got involved early in political parties, running awareness campaigns on human trafficking in Mexico while most of my friends were still figuring out where to get the best tacos after class.
But the real turning point came during my studies. I had a sharp “aha” moment when I realized the privilege of attending a private university in a country where most people live below the poverty line and lack access to quality education. That spark turned into Mexiro, an NGO I co-founded that’s still going strong, working on sustainable development and reducing corruption.
Fast forward a bit: I moved to Germany about a decade ago to study Design Thinking at the HPI d-school. That’s where I stumbled into the world of public innovation projects. One thing led to another (as it often does when curiosity and bureaucracy collide), and I pursued a Master’s in Public Policy at the Hertie School, specializing in Policy Innovation Labs, basically safe(r) spaces where policy meets creativity and dares to evolve.
“Innovation in the public sector” – oxymoron or opportunity?
Depends on the day and the mood of the person stamping your paperwork.
But seriously, it’s absolutely an opportunity. Sure, public institutions aren't exactly known for speed or agility (unless we’re talking about how fast your immigration permit doesn’t arrive). But that’s exactly why they’re ripe for innovation. There’s so much room to rethink, redesign, and reimagine.
What excites me most is that public sector innovation isn’t about flashy tech or the latest trend. It’s about changing systems that affect millions of lives. It’s about making policies more human, services more accessible, and decisions more inclusive. That’s real impact, and it’s incredibly motivating. Let’s advocate for citizen-centered policy-making!
And let’s be honest: when something small changes in the public sector, it can feel like a miracle. But when bigger shifts happen? That’s when you realize: This is where Design Thinking can make democracy better.
Why do you think public sector innovation often gets a bad rep?
Because, in my experience, when people hear “government” and “innovation” in the same sentence, they assume someone’s joking.
The truth is, innovation in the public sector often struggles, not because people aren’t trying, but because the systems they’re working in weren’t exactly built for change. Think: bureaucracy meets agility. One loves a good multi-step approval process; the other thrives on post-its and prototypes. Sparks fly… but not always the good kind.
There’s also a mismatch in how success is measured. Public servants are often navigating complex accountability structures, political timelines, and let’s not forget, elections. So even great ideas can get shelved, delayed, or forgotten if leadership changes. Continuity? It’s more of a nice-to-have than a given.
But let’s be clear: the bad rep isn’t always fair. There is innovation happening, just often quietly, behind layers of admin, policy reviews, and someone asking for a handwritten signature. That’s why making the invisible visible is part of the work. Celebrate the wins, share the stories, and show that yes, governments can, and do innovate.
Your favorite public sector project moment – what made it special?
That would have to be Local Lab Potsdam, a 2019 collaboration between the HPI d-school and the city of Potsdam. I had the joy (and challenge!) of coaching the project, and honestly, it was a dream team moment.
The team absolutely nailed it; from deep stakeholder research (citizens, policymakers, even people from the Wissenschaftsetage, where the lab was envisioned) to co-design sessions that felt more like community jam sessions than rigid workshops.
One of my favorite parts? We used a gamified approach to validate the concept; people explored different scenarios for the lab using custom-made cards. It made strategy playful, collaborative, and concrete.
They mapped out workflows, ran ideation workshops with internal staff, and co-created a vision for what the lab could tackle. And it worked! Today, the lab is up and running, hosting activities and serving as a real-world example of what public innovation can look like when Design Thinking meets local government with curiosity and care.
Plus, how often do you get to say you helped launch a Policy Innovation Lab that actually exists and isn’t just another PDF?
From your HPI d-school work: What public sector topics pop up again and again in Design Thinking projects?
We’ve got our usual suspects. These topics show up so often, they practically have their own desk at the HPI d-school:
- Human-centered governance – How do we make systems for people that actually feel like they were designed for people? It’s the big, beautiful challenge. Lately, there’s been a shift toward asking how AI fits into that, without turning every government process into an episode of Black Mirror.
- Digitalization (yes, still) – Let’s just say Germany’s love affair with printed and stamped documents is... persistent. So a lot of projects revolve around replacing analog processes with digital ones, preferably without breaking anything important along the way.
- Innovation labs – There’s always interest in creating spaces within the system that are allowed to color outside the lines. Labs are a great way to test ideas without triggering immediate policy panic.
- Collaboration across departments – Public sector silos are real. Very real. Like, concrete-wall-between-you-and-your-colleague real. Design Thinking helps soften those walls, sometimes even tear them down.
These themes come up again and again, not because they’re trendy, but because they’re tricky and absolutely worth solving.
What’s different about public vs. private sector projects?
Just a few tiny things, like everything.
In the private sector, you’re bound by KPIs. In the public sector? Sometimes you're just navigating lobbying and public scrutiny.
In a company, decisions are made by the management board. In government? It’s a careful dance of policymakers, legal constraints, and about six different layers of approval.
And while businesses are driven by profit, the public sector is driven by... well, sometimes voter turnout, sometimes shifting political winds, and often the hope that a great idea makes it through a full election cycle.
That said, in both sectors, you can find passionate people trying to make a real impact. The difference is: in the public sector, you design within the system: slow, messy, complex, and when it works, it’s incredibly powerful, because the impact isn’t limited to customers or clients, but extends to the entire population. The target group is citizenship itself.
What makes it hard to turn student prototypes into real-world change?
Two big words: institutional buy-in.
No matter how brilliant a student prototype is, if there’s no one in the public sector ready to catch it, fund it, or champion it, it usually ends up as a cool case study rather than a real solution. Add to that the fun twist of administration changes, and even the most promising ideas can disappear with the next policy shift.
And let’s be real: in today’s global climate, public innovation units are under pressure. Budget cuts are hitting hard, and innovation is often the first to be labeled “nice-to-have” instead of mission-critical. Which is ironic, because if there were ever a time we needed creative approaches to public challenges, it’s now.
And finally, if you had one wish for the public sector, what would it be?
A future where citizens are not just consulted, but co-design the policies that shape their lives.
Right now, most policies are evaluated only after they’ve been implemented, when it’s already too late (and too expensive) to change course. And because policymakers are held liable for results, there’s barely any room to admit when something doesn’t work, especially when it’s funded by taxpayer money.
My wish? Let’s build safe(r) spaces for failure, learning, and iteration, just like we do in innovation labs, but embedded into real governance. Let’s normalize experimentation in policymaking, not treat it like a risk no one wants to touch.
And above all, let’s make this work equitable and intersectional, because good policy should serve everyone, not just the loudest or most privileged voices in the room.
Thanks for the interview!
