The political rhetoric that accompanied the introduction of eGovernment expected it to produce innovation in the way government agencies conducted themselves with citizen and business alike. It was assumed that innovation was both "good" and inevitable. This paper challenges these assumptions and presents a more realistic model of how innovation might occurs in UK local government. The model is supported by anecdotal evidence, literature and a recent study of eGoverment achievement in the UK - VIEGO. A key element in the model is the notion of innovation value
