Towards an intervention framework for strengthening agricultural innovation capacity Willem Janssen, SASAR Andy Hall, UNU Riikka Rajalahti, ARD Eija Pehu,

Towards an intervention framework for strengthening agricultural innovation

capacity

Willem Janssen, SASARAndy Hall, UNURiikka Rajalahti, ARDEija Pehu, ARD

The Bank needs to update its concepts and approaches to support agricultural change

Early 1980s and beyond

Late 1980s

Mid- to late1990s

Current

Bricks and mortar for research systems

Management systems

Down to the grassroots

Innovation systems

Evolving approaches to investing in innovation capacity

Our first challenge!

Can we make this work, or is it theory only? Need for an operational model Identification of tools and interventions and

their expected effects Description of intervention processes Identification of essential and desirable

partners in innovation systems Poverty focus

From explanatory towards operational innovation systems!

1. Exploring innovation systems theory for analytical purposes

2. Developing a methodology for case study analysis3. Comparing case studies4. Key characteristics of innovation

5. Identifying interventions opportunities

6. Towards a framework for diagnosis and intervention7. Conclusions and implications for the Bank

A framework to avoid fads, blueprints, and formulas while still making sense

Characteristics

1. Assessment Typology Diagnosis

2. Intervention Principles Options

Reasons

1. Understanding is key to successful interventions

2. To match local settings and to provide examples

A typology based on “leadership” and “maturity”

Nascent Emergence Stagnation Dynamic system of innovation

Oppor-tunity driven

Medicinal plants,India

Shrimp, Bangladesh Cut flowers, Colombia

Pineapple, Ghana Vanilla, India

Food processing,Bangladesh

Pre-planned

Foundation Expansion Dynamic system of innovation

Orches-trated

Cassava processing,Ghana

Cassava processing, Colombia

Pu

blic

Pri

vate

Development phase

Pre-planned phase

Foundation phase

Emergence phase

Expansion phase

Stagnation phase

Dynamic system of innovation phase

Nascent phase

Initiating interventions

Experimental interventions

Interventions to nurture success

Remedial interventions

Building on success interventions

Maintenance interventions

Market and other opportunities

Rapidly

changing threats and opportunities

Orchestrated trajectory Opportunity-driven trajectory

A continuously evolving subsector delivering economic growth

Evolving towards

sustainable dynamics

Applying the innovation systems concept for defining interventions in

each phase

Diagnosis ……………… ………………

Principles of intervention ……………… ………………

Options ………………. ………………. ………………. ………………. ……………….

To guide and support practitioners in their own assessments and decisions, not to prescribe

Pre-planned phase

Foundation phase

Emergence phase

Expansion phase

Stagnation phase


Nascent phase








Rapidly




Initiating in the pre-planned phase

Initiating in the pre-planned phase

Diagnosis Public and private

sector work independently

No intermediary organizations

Principles Trust building Scanning and

managing risk of overengagement

Options Joint foresight group Establishing mixed

governance for research and training

Reducing the risk of investing in new activities

Pre-planned phase

Foundation phase

Emergence phase

Expansion phase

Stagnation phase


Nascent phase








Rapidly




Experimenting in the

foundation phase

Experimenting in the foundation phase

Diagnosis A range of opportunities

have been identified Public and private sector

start engaging with each other

Principles Start collaboration on the

range of opportunities Improve the enabling

environment

Options Consortia based

research funding Incentives for

international collaboration

Strengthen farmer organizations

Develop intermediary organizations

Venture capital

Pre-planned phase

Foundation phase

Emergence phase

Expansion phase

Stagnation phase


Nascent phase








Rapidly




Building on success in

the expansion

phase

Building on success in the expansion phase

Diagnosis Government has

identified key opportunities

Interaction mechanisms in place, but fragile and publicly led

Principles Strengthen collaboration Expand successes and

address weaknesses

Options Revitalize NGO networks

for learning and capacity building

Matching grant schemes Establish sector-

coordinating body Modify university

curricula Exchange programs

between research, industry and universities

Quality and trade certification

Pre-planned phase

Foundation phase

Emergence phase

Expansion phase

Stagnation phase


Nascent phase








Rapidly




The nascent phase ……

The nascent phase ……

Diagnosis “Interesting” private

sector initiatives on a small scale

Limited awareness in government

Principles Too early: need for

interventions is usually not yet clear

General business climate

Options Wait, see and learn

until….

Pre-planned phase

Foundation phase

Emergence phase

Expansion phase

Stagnation phase


Nascent phase








Rapidly




Nurturing in the

emergence phase

Nurturing in the emergence phase

Diagnosis A cluster of growing

success, often based on cost advantage

Entrepreneurs buying short-term solutions to maintain their edge

Principles Broaden the actor base

for sustainable success Support development of

other competitive advantages (quality, environment, equity)

Options Establish sector-

coordinating body Modify university

curricula Exchange programs

between research, industry and universities

Quality and trade certification

International product branding

Policy dialogues Sector specific research

fund

Pre-planned phase

Foundation phase

Emergence phase

Expansion phase

Stagnation phase


Nascent phase








Rapidly




Remedial action in the stagnation

phase

Remedial action in the stagnation phase

Diagnosis The sector got stuck! The actors are in the

trenches Mechanisms for

collaboration exist but trust is low

Principles Trust building Embracing change Refocusing collaboration

on specific issues

Options Policy dialogues and

restrategizing Strengthen/revamp

sector coordination bodies

Co-location of research and businesses

Sector specific research fund

Incentives for international collaboration

Pre-planned phase

Foundation phase

Emergence phase

Expansion phase

Stagnation phase


Nascent phase








Rapidly




Maintenance in the

dynamic phase

Maintenance in the dynamic phase

Diagnosis Agility Effective interaction

between public and private sector

Synergy between profits, inclusion and environment

Principles Maintain the health Ensure an open system Scan the future

Options Joint foresight group Co-location of research

and businesses Surveys to track

innovation domestically and internationally

Periodic evaluation and redirection of research and training programs

Trade fairs

Examples of intervention options

Intervention Example in Agricultural Investment Sourcebook

Development phase for which it is relevant

1. Establish a joint foresight group of industry, government, civil society, and research representatives

Module 1

Module 12

Pre-planned

Dynamic

2. Mechanisms that allow agribusiness to participate in research strategy development, priority setting, and funding

Module 12

Module 7

Pre-planned

5. Provide consortia-based research funding to encourage public-private sector interaction on selected priority themes.

Module 7 Foundation

Stagnation

28. Conduct detailed surveys to track innovation in the sector and in other countries; conduct knowledge-sharing events.

Module 2 Dynamic

Conclusions: the nature of innovation

Research is important, but not always central to innovation Competitiveness depends on collaboration Social and environmental responsibility are integral to economic

success The market is not sufficient to promote interaction; the public

sector has a role to play Capacity building to strengthen learning and collaboration is key

to fostering innovation The organization of rural stakeholders is central to innovation

performance The importance of intermediary organizations An innovation culture requires trust and appreciation of other

perspectives Innovation thrives in a proper enabling environment (e.g. where

there is values chain coordination

Conclusions: the value of the innovation systems concept

It helps to identify systemic strengths and weaknesses for sector development, beyond research strengthening

In line with what it proclaims, the concept itself will evolve

Not a blueprint but it can be adapted to specific phases and to local conditions

Potential to integrate poverty and environment concerns

The emphasis on parallel development of knowledge generation and application

Linking parallel development efforts: CDD&SHG with research and extension investments

Implications for the Bank

Support to research must focus on developing the interface with the rest of the sector and the rest of society

Extension systems must be flexible, user driven and focused on overcoming local problems

Agricultural education needs to combine technical, socio-economic and managerial skills

Engaging private organizations as partners of government Institutional infrastructure is key. Club goods! Innovation requires institutional experimentation

Further collection of experiences with innovation systems tools Fostering the development of a global community of practice

Thank you for your attention

Documents

Towards an intervention framework for strengthening agricultural innovation capacity Willem Janssen, SASAR Andy Hall, UNU Riikka Rajalahti, ARD Eija Pehu,