Author: Angelica Lindqvist
One of the defining features of GovTech4All 2.0 is its commitment to real-world experimentation. Eight pilots designed to accelerate public sector innovation, startup collaboration and interoperable digital solutions across Europe. At the heart of Pilot 1 lies an essential step: bringing line departments – environment, tourism, wildlife management, and other operational units – into the open innovation process. Onboarding public teams is not a procedural formality. It is where innovation becomes real.
Across different countries and institutional contexts, our partners have recently completed this onboarding phase. Their experiences reveal practical lessons about what is takes to move from initial contact to genuine commitment.
TestiIdentifying the right entry point
The onboarding journeys began in different ways.
In Sweden, partners opened the process broadly. They organized a digital information session inviting municipalities and public institutions to learn about the GovTech4All and the pilot. At the same time, they held individual meetings with several municipalities to understand specific needs and explore alignment. Through these conversations, one municipality – Sundsvall – emerged as a strong candidate, with a clearly defined challenge and leadership backing to move forward.
In Las Rozas, the opportunity arose organically during discussions around a separate project. A department shared ongoing challenges and described how they were currently addressing them. What began as an informal conversation evolved into a focused meeting, and eventually into a joint decision to participate.
In Catalonia, the groundwork had been laid earlier. Through structured challenge-definition workshops, a backlog of validated public-sector challenges already existed. When GovTech4All launched the Design Contest opportunity, the Catalan Tourism Agency was identified as a strong candidate. The proposal emphasized not only the pilot itself, but the added value of participation in a European initiative.
Despite the different entry points, a common thread emerged: onboarding works best when it connects to a clearly articulated operational need.
What worked best: ownership, clarity and proximity
Across partners, several success factors stood out.
First, one-to-one meetings proved significantly more effective than large information sessions. While broad meetings helped raise awareness, deeper conversations allowed partners to tailor the pilot to each department’s specific context and priorities.
Second, clearly defining roles and expectations from the outset was essential. Departments needed clarity about workload, responsibilities and decision-making processes. Explaining that the coordinating partner would manage the pilot process, while the department’s expertise and insights would shape the challenge, helped reduce uncertainty and build trust.
Third, framing the initiative as a joint effort rather than an externally imposed project made a difference. When departments understood that the pilot addressed their own operational challenges – and that they would retain ownership over the problem – engagement strengthened.
In Catalonia, the European dimension also played a key role. Positioning the pilot within GovTech4All provided visibility, legitimacy and peer learning opportunities, making the initiative more attractive than a standalone experiment.
The hardest part: time, alignment and shifting priorities
Onboarding is rarely blocked by resistance to innovation. More often, the barrier is time.
Several partners highlighted the limited timeframe as the most significant constraint. More time at the outset would have allowed for deeper dialogue with a wider range of departments and a broader mapping of needs.
Scheduling also proved challenging. Coordinating availability for meetings, information days and internal discussions required persistence and flexibility.
In one case, strategic priorities shifted at leadership level during onboarding. Rather than treating this as a setback, the team adapted the scope of the challenge to remain aligned with updated objectives. Flexibility and continuous dialogue proved critical in maintaining momentum.
These experiences underline a simple truth: onboarding is as much about navigating institutional realities as it is about defining innovation challenges.
What surprised our partners
If there was one recurring positive surprise, it was the level of interest.
Many departments were genuinely eager to participate in this type of pilot. In several cases, the operational need was already clearly recognised internally. Some departments even had existing providers in place and welcomed the opportunity to explore more efficient or complementary approaches that could reduce administrative workload.
The main limitation was not willingness, but timing. With a longer preparation phase, even more public teams might have joined.
Looking ahead: from challenge to collaboration
With onboarding complete, attention now turns to the six-month pilot phase.
Partners express strong expectations for what comes next: following the journey from an identified challenge to a tested solution, observing how startups and public administrations collaborate, and balancing fresh perspectives with institutional constraints.
In some cases, the involvement of existing technology providers increases the likelihood of integration and future scalability. In others, the pilot represents a new way of working for departments accustomed to more traditional procurement processes.
Across contexts, there is a shared sense of momentum and commitment. The question is no longer whether innovation can happen – but where it will lead.
From onboarding to impact
The onboarding phase of Pilot 1 demonstrates that public sector innovation begins with relationships, clarity and alignment.
It requires time, dialogue and flexibility. It benefits from structured methodologies, but succeeds because of people – internal champions, operational teams and partners willing to bridge institutional boundaries.
As GovTech4All 2.0 progresses, these early lessons from Pilot 1 will help shape how we support future pilots and scale what works. Moving from experimentation to impact depends not only on technologies and startups, but on the capacity of public administrations to engage, adapt and lead.
Onboarding is where that journey begins.