Through CIG’s engagement with the finalist cities, several insights emerged about what it takes for city innovation to move from concept to implementation:

First, prototyping is often narrowly interpreted as physical mock-ups or small-scale pilots. In practice, effective prototyping demands a disciplined effort to uncover assumptions, test critical unknowns, and surface operational constraints. Importantly, success at small scale does not guarantee scalability; differences in implementation timelines, system integration, and end-user diversity must be considered. As such, the value of a prototype lies in what it reveals, not just in what it proves.

Second, innovation must be situated within the broader ecosystem in which it operates. Beyond product design, innovation must consider prevailing social norms, regulatory environments, financing models, and institutional capacity. Without this integration, well-intended solutions risk becoming detached from operational realities.

Finally, as emphasised by James Anderson, Head of Government Innovation Programmes at Bloomberg Philanthropies, innovation should not be pursued as an end in itself. It should directly respond to the city’s priorities, challenges, and capacity to deliver. Innovation in city government should be led by a commitment to excellence: identifying where change is possible, testing responsibly, and scaling what works to deliver meaningful value to residents.

CIG is honoured to support this initiative and remains committed to strengthening government capabilities that can help to transform ideas into real, lasting outcomes.