In large industrial groups, the success of an innovation project does not depend solely on its technical performance or economic potential. It also relies on a more subtle, yet equally decisive factor: legitimacy.
Legitimacy can be defined as the recognition granted to a project by its internal or external stakeholders, who consider its actions credible, appropriate, and aligned with their expectations. In other words, a project is legitimate when it inspires trust, appears consistent with the organization’s values and objectives, and meets the requirements of its environment.
In his foundational work, Suchman (1995) distinguishes three dimensions of legitimacy: pragmatic legitimacy, based on perceived value and usefulness; cognitive legitimacy, related to understanding and clarity; and moral legitimacy, tied to alignment with societal values and norms. Applied to industrial contexts, this typology provides a valuable framework for innovation leaders, helping them grasp how a project is perceived and, above all, where to focus efforts to strengthen its acceptability and impact.
I. Pragmatic legitimacy: the value created
1. Proof through effectiveness
The first dimension of legitimacy is based on a simple principle: a project is legitimate when it creates tangible value. In the industrial world, this means demonstrating concrete results: cost reduction, productivity improvements, energy savings, increased process reliability, or reduced environmental footprint. Pragmatic legitimacy convinces through facts, supported by successful industrial pilots, positive field feedback, and measurable performance indicators such as uptime, yield, or avoided emissions.
2. Meeting a real need
This dimension resonates particularly strongly with external actors who evaluate a project based on operational outcomes. An innovation is perceived as credible when it addresses a concrete need, solves an identified problem, and integrates smoothly into existing processes. The main difficulty often lies in moving from concept to demonstration. Here, methodologies, prototyping, and impact measurement become essential tools of legitimization. In early project phases, when proof of concept is not yet possible, legitimacy must be built by understanding the need, clarifying expectations, and identifying the project’s tangible contributions. Structured business design processes provide the necessary methodological backbone to articulate value and secure assumptions at an early stage.
II. Cognitive legitimacy: clarity and intelligibility
1. Understanding drives support
Cognitive legitimacy relies on a key idea: what is not understood cannot be accepted. A technologically brilliant project will struggle if perceived as opaque, overly complex, or disconnected from operational realities. This makes clarity, pedagogy, and the ability to simplify technical concepts critical skills. Making a project intelligible enables everyone—from the executive committee to technicians—to grasp its logic, scope, and benefits.
2. Adapting language to the audience
In large organizations, innovation projects involve a wide range of stakeholders: executives, business units, external partners, regulators, and sometimes the general public. Each group has its own reference points, expectations, and understanding. A single project must therefore be presented from multiple angles: technical for engineers, economic for finance, and strategic for senior management. This adaptability is central to legitimacy. A clear, well-told innovation is easier to defend and support.
3. Structuring for comprehension
Cognitive legitimacy also stems from structure. Visual and methodological tools—analysis matrices, roadmaps, value maps—make complex projects readable. By materializing links between objectives, actions, and outcomes, they facilitate comprehension and, consequently, adhesion. Business design is particularly valuable here, merging diverse methods into a shared language that aligns stakeholders on both substance and form.
III. Moral legitimacy: alignment with values and norms
1. A growing dimension
The third dimension of legitimacy is moral. It reflects stakeholders’ perceptions of how well a project aligns with values, norms, and societal expectations. Around the world, consumers and citizens have become more attentive to social and environmental issues. They no longer seek only products; they expect positive impact. Industrial companies can no longer rely solely on commercial logic—they must demonstrate ethical alignment. Moral legitimacy in industry manifests through sustainability (energy sobriety, reduced environmental impact), regulatory compliance (safety, health, ESG reporting), and social acceptability (projects perceived as fair, useful, and responsible).
2. Concrete examples
Innovations in energy transition, industrial safety, or resource preservation illustrate this dimension. A carbon-capture technology, for example, will be judged not only on its efficiency but also on its compatibility with climate commitments and its local impact. Innovation teams must integrate ethics, transparency, and responsibility from the design phase onward. Moral legitimacy stems less from rhetoric than from the coherence between intentions and actions.
IV. Balancing the dimensions according to context
1. Varying importance across sectors
The three dimensions of legitimacy combine, but their weight varies by context: in heavy industry (steel, transport, chemicals, defense), pragmatic and cognitive legitimacy dominate; in energy, environment, and health sectors, moral legitimacy becomes essential; in highly technological or digital domains, cognitive legitimacy is critical due to system complexity.
2. Adjusting the legitimization strategy
For innovation leaders, the priority is diagnosing a project’s legitimacy profile: on what does its credibility rely today? Which dimensions are weak or underdeveloped? What communication, indicators, or partnerships could strengthen them? A project relying on a single dimension is at risk. A technologically strong project lacking understanding or ethical alignment may struggle. Conversely, a project that is aligned, intelligible, and field-validated builds full legitimacy.
Conclusion
The legitimacy of an innovation project cannot be declared; it is built over time at the intersection of performance, clarity, and ethical coherence. The three dimensions—pragmatic, cognitive, and moral—form a powerful framework to assess a project’s solidity and credibility. They are interdependent, but can be prioritized depending on context. For innovation leaders, this framework is strategic: it helps identify strengths and weaknesses, adjust communication and governance, and reinforce alignment between performance, intelligibility, and responsibility. Ultimately, legitimacy is what transforms an innovation into a recognized, supported, and durable project. These three dimensions show that a project must be legitimate both internally and externally to grow and endure. Upcoming articles will explore how to build this balance between organizational expectations and market demands.
