Senior government officials, academics, and innovation leaders have concluded that Public Innovation Labs (PILs) are essential for improving government services, increasing citizen engagement, and building more agile state institutions. The consensus was reached during the inaugural ‘Ibtechar Majlis’, a new dialogue series launched by the Qatari innovation firm Ibtechar to explore key national challenges.
Creating a Safe Space for Experimentation
Eman al-Kuwari, director of Digital Innovation at the Ministry of Communications and Information Technology (MCIT), explained how her ministry is rethinking the government’s role in the digital era, highlighting the TASMU Innovation Lab as a prime example. She stressed that MCIT is involved in many forward-thinking projects, including how Qatar pioneers digital cultural innovation with NMoQ Metaverse Project.
“Technology is the means, not the end; we created the Innovation Lab to offer a safe environment for experimentation,” al-Kuwari stated. “It’s a space where we can test emerging technologies, validate ideas, and include the wider ecosystem.”
She added that this ecosystem includes startups, academia, and private sector partners. For al-Kuwari, successful innovation must be embedded within the culture of public bodies. “It’s not just about infrastructure or policy, it’s about building a mindset. We want government teams to be able to experiment, to test, and to learn.”
Differentiating Government and Public Innovation
Nejoud M al-Jehani, executive director of Strategy & Programmes at the Qatar Research, Development and Innovation (QRDI) Council, provided a strategic framework by distinguishing between internal reform and wider societal transformation.
“We differentiate between government innovation and public innovation,” al-Jehani explained. “Government innovation is about improving internal processes: policies, service delivery, operations. Public innovation is broader. It’s about creating value for society by mobilising the entire ecosystem.”
She outlined the government’s dual role in this landscape. “As an adopter, government defines challenges and becomes the first customer. That builds market confidence. As an enabler, it sets standards, opens partnerships, and creates the conditions for innovation to thrive across sectors.”
Bridging Strategy with Practical Action
Hissa al-Tamimi, director of Governmental Innovation at the Civil Service and Government Development Bureau (CGB), discussed the launch of Qatar’s first government accelerator. She described its role in connecting national priorities with the operational realities of government departments.
“We’re rethinking how services are designed and how operations are managed,” al-Tamimi said. She also noted the cultural hurdles involved. “If innovation were just about systems, adaptation would be easy. But when you’re dealing with people, that’s where the challenge lies. Innovation pushes us beyond our comfort zones. It’s not a privilege, it’s a way of living.”
The Power of Academic Collaboration
Dr Georgios Dimitropoulos, a professor at Hamad Bin Khalifa University’s College of Law, emphasised the critical link between academic research and government action. “Academia brings ideas and evidence. The government brings implementability. The two sides need each other,” he argued.
He cited major historical breakthroughs like the Manhattan Project, the internet, and COVID-19 vaccines as products of this partnership. Locally, he pointed to how Qatar’s AI strategy was developed with HBKU’s Qatar Computing Research Institute, positioning the nation as an early adopter of the technology.
Nayef al-Ibrahim, co-founder and CEO of Ibtechar, who moderated the discussion, concluded that PILs continue the collaborative spirit of the traditional majlis. “They offer governments safe spaces to test ideas, co-create with citizens, and deliver agile services,” he said. “In a small state, a model that combines centralised coordination with decentralised experimentation brings significant value.”
