Innovation in public sector is different from innovation in business setting. First mover advantage normally does not exist in public sector because of its unique cultural issue.

Therefore public sector organization should not try to be a pioneer. If they really want to be innovative, go for incremental one.

The most viable route for officer in public sector is follow the leader. The officers should try to learn from other's experience (successful cases) and avoid the mistakes made by others and then try to replicate other people's success (with some minor adjustments).

Public sector agencies, in contrast to the private sector, typically set their sights on incremental improvement. They have been slow to appreciate that they should build public services around requirements, the other way round. In the public sector, innovation should not be considered an optional, technological extra or an added burden. The article at http://www.adb.org/publications/innovation-public-sector makes the case that the public realm should remain legible, coherent, and a stabilizing force, but that precautionary mindsets cannot be an excuse. It then suggests ways the public sector can innovate to be competent in the present and be ready for the future, and advertises a framework for innovation in the public sector. It offers references to related articles on on Harnessing Creativity and Innovation in the Workplace,  Sparking Innovations in Management, Design Thinking, Sparking Social Innovations, and Business Model Innovation.

BOTTOM UP & HORIZONTAL CO-CREATION WITHIN FIRM: innovation in the companies or private sector generally involves the people at the lower rung, middle and then reaching the top management. Although the top management adopts innovation as policy goal, really the people the carry them out are at operation level---even R&D would belong to this level. Since these people are close to the source of the problem then top management, they would have a better chance in succeeding at innovation.

TOP DOWN APPROACH BY INNOVATIVE "BOSS" IN PUBLIC SECTOR: If the same model in the private sector is applied to the public sector, it would most likely not be functional. However, this is not to deny that innovation in the public sector is slow to come by. Take a look at the political scene, i.e. US presidential administration is a good example. Each president would have new idea to tackle new and old problems while keeping things within the bound of the rule of law. However, instead of calling it innovation, in politics it is called "reform" or policy shift. For instance, the renormalization of US-Chinese relation accomplished by ping-pong diplomacy under Nixon and the renormalization between the US and Vietnam under Clinton's administration are prime examples of innovative policies that break the norm of existing conditions of their days.

FAST OR SECOND INNOVATION IN PUBLIC SECTOR: New ideas and new faces through scheduled election or personnel rotation based on merits. The organizational culture must be receptive to change and possess adequate resources to support innovation.

a second mover strategy would involve waiting for the dominant design to be completely established and accepted in the market and then producing under that standard. I'ts trying to be better than a competition. This is timing.

In a public sector, the guide is the leader. public sector organization should not try to be a pioneer.

Second mover does not suggest necessarily that a radical innovation exist. You can also be a smart follower with an incremental innovation. I think its also a perspective thing. What means first and second in which field? So, do we speak about a first and second mover in the business AND public field or also first and second WITHIN the public domain?