Upload
ilri
View
1.742
Download
1
Embed Size (px)
Citation preview
Analysing and documenting innovation and innovation
processes
A training workshop
Ranjitha PuskurMekelle Ethiopia
16 April 2007
Overview of the presentation
Purpose of this training workshopOrientation to the weekConcepts of innovation systems Tools to analyse and document
innovation and related processesStrategies for MampE and Scaling out
Purpose of the training workshop
concepts of innovation innovation capacity and innovation processes
skills and tools to understand and document importance of establishing a learning based
Monitoring and Evaluation system with appropriate indicators and indigenized methods of information gathering
processes and linkages required for scaling out of sustainable innovation processes
What is innovationChange in practices in the
established way of doing things ndash technological organisational institutional
Use of new knowledge or new use of existing knowledge and its application for social andor economic use
What is innovation Indigenous knowledge of one community
may become an innovation for another community
Can be induced or self-initiated
Radical or incremental
Can be triggered in many ways ndash market knowledge resource policy
Why is innovation important
Economic improvement is largely a result of the application of knowledge in productive activities and the associated adjustments in social institutions
Innovation and technology are also needed to transform countries from reliance on the exploitation of natural resources to technological innovation as the basis for development
What is an Innovation system a network of organizations enterprises
and individuals focused on bringing new products new processes and new forms of organization into economic use together with the institutions and policies that affect their behavior and performance
The innovation systems concept embraces not only the science suppliers but the totality and interaction of actors involved in innovation
AIS
Partnerships form the core Purpose
knowledge sharing Constraints Opportunities Technology
production contexts market conditions Outputs
learning development and deployment of new
products and processes social and economic change
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Overview of the presentation
Purpose of this training workshopOrientation to the weekConcepts of innovation systems Tools to analyse and document
innovation and related processesStrategies for MampE and Scaling out
Purpose of the training workshop
concepts of innovation innovation capacity and innovation processes
skills and tools to understand and document importance of establishing a learning based
Monitoring and Evaluation system with appropriate indicators and indigenized methods of information gathering
processes and linkages required for scaling out of sustainable innovation processes
What is innovationChange in practices in the
established way of doing things ndash technological organisational institutional
Use of new knowledge or new use of existing knowledge and its application for social andor economic use
What is innovation Indigenous knowledge of one community
may become an innovation for another community
Can be induced or self-initiated
Radical or incremental
Can be triggered in many ways ndash market knowledge resource policy
Why is innovation important
Economic improvement is largely a result of the application of knowledge in productive activities and the associated adjustments in social institutions
Innovation and technology are also needed to transform countries from reliance on the exploitation of natural resources to technological innovation as the basis for development
What is an Innovation system a network of organizations enterprises
and individuals focused on bringing new products new processes and new forms of organization into economic use together with the institutions and policies that affect their behavior and performance
The innovation systems concept embraces not only the science suppliers but the totality and interaction of actors involved in innovation
AIS
Partnerships form the core Purpose
knowledge sharing Constraints Opportunities Technology
production contexts market conditions Outputs
learning development and deployment of new
products and processes social and economic change
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Purpose of the training workshop
concepts of innovation innovation capacity and innovation processes
skills and tools to understand and document importance of establishing a learning based
Monitoring and Evaluation system with appropriate indicators and indigenized methods of information gathering
processes and linkages required for scaling out of sustainable innovation processes
What is innovationChange in practices in the
established way of doing things ndash technological organisational institutional
Use of new knowledge or new use of existing knowledge and its application for social andor economic use
What is innovation Indigenous knowledge of one community
may become an innovation for another community
Can be induced or self-initiated
Radical or incremental
Can be triggered in many ways ndash market knowledge resource policy
Why is innovation important
Economic improvement is largely a result of the application of knowledge in productive activities and the associated adjustments in social institutions
Innovation and technology are also needed to transform countries from reliance on the exploitation of natural resources to technological innovation as the basis for development
What is an Innovation system a network of organizations enterprises
and individuals focused on bringing new products new processes and new forms of organization into economic use together with the institutions and policies that affect their behavior and performance
The innovation systems concept embraces not only the science suppliers but the totality and interaction of actors involved in innovation
AIS
Partnerships form the core Purpose
knowledge sharing Constraints Opportunities Technology
production contexts market conditions Outputs
learning development and deployment of new
products and processes social and economic change
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
What is innovationChange in practices in the
established way of doing things ndash technological organisational institutional
Use of new knowledge or new use of existing knowledge and its application for social andor economic use
What is innovation Indigenous knowledge of one community
may become an innovation for another community
Can be induced or self-initiated
Radical or incremental
Can be triggered in many ways ndash market knowledge resource policy
Why is innovation important
Economic improvement is largely a result of the application of knowledge in productive activities and the associated adjustments in social institutions
Innovation and technology are also needed to transform countries from reliance on the exploitation of natural resources to technological innovation as the basis for development
What is an Innovation system a network of organizations enterprises
and individuals focused on bringing new products new processes and new forms of organization into economic use together with the institutions and policies that affect their behavior and performance
The innovation systems concept embraces not only the science suppliers but the totality and interaction of actors involved in innovation
AIS
Partnerships form the core Purpose
knowledge sharing Constraints Opportunities Technology
production contexts market conditions Outputs
learning development and deployment of new
products and processes social and economic change
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
What is innovation Indigenous knowledge of one community
may become an innovation for another community
Can be induced or self-initiated
Radical or incremental
Can be triggered in many ways ndash market knowledge resource policy
Why is innovation important
Economic improvement is largely a result of the application of knowledge in productive activities and the associated adjustments in social institutions
Innovation and technology are also needed to transform countries from reliance on the exploitation of natural resources to technological innovation as the basis for development
What is an Innovation system a network of organizations enterprises
and individuals focused on bringing new products new processes and new forms of organization into economic use together with the institutions and policies that affect their behavior and performance
The innovation systems concept embraces not only the science suppliers but the totality and interaction of actors involved in innovation
AIS
Partnerships form the core Purpose
knowledge sharing Constraints Opportunities Technology
production contexts market conditions Outputs
learning development and deployment of new
products and processes social and economic change
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Why is innovation important
Economic improvement is largely a result of the application of knowledge in productive activities and the associated adjustments in social institutions
Innovation and technology are also needed to transform countries from reliance on the exploitation of natural resources to technological innovation as the basis for development
What is an Innovation system a network of organizations enterprises
and individuals focused on bringing new products new processes and new forms of organization into economic use together with the institutions and policies that affect their behavior and performance
The innovation systems concept embraces not only the science suppliers but the totality and interaction of actors involved in innovation
AIS
Partnerships form the core Purpose
knowledge sharing Constraints Opportunities Technology
production contexts market conditions Outputs
learning development and deployment of new
products and processes social and economic change
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
What is an Innovation system a network of organizations enterprises
and individuals focused on bringing new products new processes and new forms of organization into economic use together with the institutions and policies that affect their behavior and performance
The innovation systems concept embraces not only the science suppliers but the totality and interaction of actors involved in innovation
AIS
Partnerships form the core Purpose
knowledge sharing Constraints Opportunities Technology
production contexts market conditions Outputs
learning development and deployment of new
products and processes social and economic change
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
AIS
Partnerships form the core Purpose
knowledge sharing Constraints Opportunities Technology
production contexts market conditions Outputs
learning development and deployment of new
products and processes social and economic change
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Partnerships form the core Purpose
knowledge sharing Constraints Opportunities Technology
production contexts market conditions Outputs
learning development and deployment of new
products and processes social and economic change
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Important is how patterns of relationships habits and practices either nurture or hinder knowledge flows sharing and process of learning (learning by doing or by interacting)
Arbitrary and situational boundaries
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Innovation is a social process involving many different actors
Innovation processes can be enhanced by creating more possibilities for actors to interact
Concern here is not with scientific research on innovation systems but rather with finding practical ways and means of improving these systems
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Innovations are the result of learning emerging from right networks of actors working together in certain ways
These certain ways are rules and norms or routines ndash called institutional arrangements
Emphasis is on getting the right actors together and getting them to work in certain way
Simply speaking
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Ingredients in an IS People Policy Environment Infrastructure Institutions
and especially Political will
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
The four main elements key actors and their roles activities in which they
are involved the actorsrsquo attitudes and practices (collaboration
potential inefficiencies patterns of trust existence of a culture of innovation)
the effects and characteristics of patterns of interaction (networks and partnerships inclusion of the poor existence and functions of potential coordination and stakeholder bodies) and
the enabling environment (policies and infrastructure) - role of policies related to science technology and fiscal concerns the role of farmer and other organizations in defining research and innovation challenges and the significance of legal frameworks
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
IS Perspective Technologies alone not enough to bring
about innovation Multiple sources of innovation Partnerships are vital for innovation Service delivery systems and capacity to
innovate are critical in defining the innovation process
Roles and interactions of diverse agents =gt Knowledge exchange technological and institutional change
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
What is Innovation capacity
capacity in the sense of the nature and patterns of linkages and interaction and the ways of working mechanisms of governance and the policy environment needed to bring about pro-poor innovation
capacity to respond to changing conditions (production marketing policy etc)
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
2 elements of Innovation capacity
patterns of partnership between scientific developmental service delivery organizations and poor farmers and the way this can lead to collective investigation and design of location specific technologies agricultural practices and institutional arrangements
the new skills and insights that farmers NGOs market actors service delivery agencies and scientists get from each other when they interact through partnerships
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
What is Innovation capacity
increasingly what is required is not generic technical solutions to agricultural problems but instead local capacities to identify problems and develop solutions
this does not mean that farmers can solve all their problems themselves Rather that there is a need to embed farmers in a network of supportive partnerships so they can draw knowledge from others and combine this with their own and generate innovations in farm practice
the most important implication for policy of this is that common ways of promoting innovation in farm practice such as technology transfer need to be supplemented by approaches which focus on developing rural innovation capacity in this more holistic sense
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Innovation capacity depends on
Social and institutional arrangements to mobilise different sorts of knowledge that create novelty on a continuous basis
Knowledge support arrangements that are flexible relevant responsive and multi-organisational
Institutional arrangements and partnership patterns which should be continuously adjusting through learning and in response to changing circumstances
Innovation capacity development is highly context specific and needs to be built in a locally relevant manner
Need for new habits and practices that promote the behaviour needed to sustain the above
There are no lsquooptimalrsquo arrangements but only lsquoadaptiversquo
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Innovation is not about hiring an Einstein or creating a slogan Everybody is capable of it and the first sign that it is happening is when people work together excited because they want to be there focused on finding a solution to a challenge they all understand (Smit 2000)
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Implications Trust
Attitudes habits and previous experiences determine the presence andor extent
Capacity development Should be developed on a system basis Also in marketing entrepreneurial and
business skills Capacity to forge linkages and manage the
partnership processes ndash lsquochanging to cope with changersquo
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Implications Enabling environment
Organizational transformation ndash culture which promotes linking and learning
Safe spaces for experimentation and learning Incentive and reward system which encourages
innovation and outcome orientation Drawing on principles and experiential learning Vs
blueprints to go to scale Partnerships need to be stimulated- do not happen
automatically - Who plays the boundary spanning role ndash institutionalising formalising
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Implications creating space for reflection and
learning in the crowded schedule of innovation partnerships
systematizing the reflection and learning process
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Tools for IS understanding and analysis
1Actor analysis2Actor linkage analysis3Innovation systems mapping
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Actor Analysis Purpose to identify and assess the importance
of key people group of people or institutions that may significantly influence the success or failure of the interventionproject
To define whom to try to involve in designing a multi-stakeholder process and in which way and it allows to find out whose information needs must be considered
Can assess the organizational ownership ndash willingness to undertake and stick with the intervention over time
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Opportunities and limitations Opportunities avoid major mistakes up front
Can suggest strategies for overcoming opposition Conflicting interests must be addressed Being a flexible context specific paradigm that
helps focus attention on specific problems actors and opportunities for change
Limitations interpreting data that is largely subjective and context specific
Tends to be used at the beginning ndash stakeholders and their interests and views may evolve issues andor actors may change over time
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Actor Linkage Analysis Purpose identifying actors who are the
actual drivers or hindrance to change - emphasis is on identifying specific social
groups or actors in a specific location at a given point in time
Tools used Actor linkage maps Actor linkage matrix Actor determinant diagrams Actor time lines and Actor learning and response analysis
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Actor Linkage Map Key actors are shown in a map arrows
between them indicating flows of information Single two headed arrows are never used ndash
main point is to examine ndash power relationship in the control and flow of information on different directions
The intensity of the flow can be illustrated by the width of the arrow
As the number of actors increase the map becomes complicated
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Example of a actor linkage map
Farmer
Research Extension Department
Co-op
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Example- Actor linkage maps
World Accord
UofG
IIRR
IDRC PRR
Kellogg
SERTEDESO
PROSLANTECARIAS
FUPNAPIB
Zamorano
IDHERFEPROH
IPCA
IPRA-CIAT
CARIAS
PROSLANTE
IDRC
World Accord
SERTEDESO
EDISA
ANAFAE
UofG
CIADRO
UDC-Canada
MSU-CRSP
PRGA
FUNDESO
IHDER
ASOCIAL-V
ASOCIALAGO
ASOCIAGUARE
ASOCIAL-Yorito
ASOHCIAL
FEPROH
Kellogg
IPRA-CIATPRR
Zamorano
IPCA
(i) 1996 (ii) 2003
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Actor Linkage Matrix Actors are listed along the vertical and
horizontal axes Cells represent flows of information from the
actors in the rows to actors in the columns All cells can be identified by their co-
ordinates Strength can be indicated by using symbols
s = Strong m = Medium w = Weak dn = Donrsquot know
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Example- Actor linkage matrixCBOrsquos NGOs Private seed
cosDonors Farmers
NARO SeedTrain farmers
Seed for dissemination Feedback
Breeder seedProvide feedback
Funds Training farmersSeedFeedback
CBOrsquos(Organized seed group)
Sell seed Sell seed
NGOs Sell seed Funds SeedTrain farmersSell seed
Private seed companies
Funds Sell seed
Donors
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Another actor linkage matrix
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Advantages of Actor Linkages Matrix Can deal with complex situation and
more actors It has a cell for every possible linkage ndash
explore all possibilities Helps to pinpoint significant links ndash more
useful for planning implementation monitoring and evaluating change
Enable users to condense and store a lot of information about linkages
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Actor Determinant Diagram Similar to problem tree A group discussion tool to analyse the nature
of a particular linkage The starting point is a linkage in the map ndash one
that is particularly significant need to be strengthened weakened or learnt from
Diagram maps weakening and strengthening focus on the linkages and helps a group to identify possible areas of intervention
Often carried out with key actors who would be involved in the ldquoimplementationrdquo of suggested actions
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Actor Determinant Diagram
FarmerNARS Linkage
Strengthening factors
Weakeningfactors
What to do
What to do
Adoption of participatory approaches
Farmers approached NARS for new
varieties
NARS to develop
capacity in PRA approaches
Not enough transport facilities
to reach out
Strengthen links with DAs and work through
them
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Actor Time lines
Lists key past events in the evolution of an innovation
Key question which actor made key important decisions at what time in the past Who What decision When Where
Establish causal effect relationship
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Actor Time line (Contrsquod)
It is a learning and reflection tool to guide future action
Representation List of events with dates Figure with a sequenced bar chart of actor event over time
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
SeptagramA tool that is used to demonstrate the relative
influence of the different actors ndash those who give leadership most influence what happens within the system
Each actor has their own influence Some may exert more influence than others Tools helps us to identify those who ldquoexertrdquo
most influence drivers of change Can be drawn for different sub-groups
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
An example
0
5
10Market
Seed suppliers
Small farmers
Large-scalefarmers
ExtensionResearch
NGO
Credit
10=100 controlling1=100 following
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Constructing a Septagram Identify all the important actors in the innovation
system under consideration Ask who exerts most influence On a scale of 1-10 ask them to identify the relative
influence Draw a septagram consisting of a circle and assign
one line for each type of actor Let the group decide where to place a sticker on
the line representing a particular group of actor Connect the points to form the septagram The stronger the influence further away from the
centre weaker the influence closer to the centre
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Innovation system ldquomappingrdquo
Five key elements in describing IS Context ndash policy trade conditions
market socio-political environment NR base
Key actors and their roles ndash activities appropriateness of roles
Their attitudes and practices ndash collaboration potential inefficiencies patterns of trust culture of innovation
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Patterns of interactions and the effects ndash networks and partnerships co-ordination and stakeholder bodies ndash existence and functions
Enabling environment for innovation ndash role of SampT policies fiscal policies funding mechanisms role of stakeholders in defining problems
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Why construct thembull To enable innovation we must first understand
how it happensbull The accounts of how innovation happens is
rarely written downbull In agricultural research innovation narratives
are often blind to personalities conflicts roles of other actors luck etcndash Introduction Methods Results Discussion
Conclusions - does not describe processbull Construction of IHs with stakeholders can bring
about learning and changebull Can lend plausibility to impact assessment
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Key questions to steps in scaling out process
What factors can be identified as critical for making sustainable an innovation How to identify end-users stakeholders and parties directly
or indirectly affected by the introduction of innovation How to perform a stakeholder analysis What are the tools that could be used to make an innovation accepted by end users and stakeholders How can be different stakeholders involved in the innovation process At which stage and to what extent they may influence the
change What is the best level of participation
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
For dissemination and scaling up
- Principles and methods of stimulating local innovation processes
- Lessons from experience in supporting institutional change
- Lessons in building multi-stakeholder partnerships to create enabling conditions for local innovation processes
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Innovation and sustainability
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Innovation has to be deemed useful according to the best
interest of community The world of RampD has to better respond to the needs
of society to increase the chances of success and decrease the societal unease Technological improvements should achieve the
goals set in the sustainability development agenda
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Social integration of innovation relates to impact on people and communities stakeholders and employees contentment child labour health amp safety discrimination transparency outside communication etc
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
A road map for sustainability
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
A tool for the analysis planning and implementation of sustainable actions bull A means to create a balanced relationship between society technology and the environment bull A technique that makes use of participatory methods for visioning and reviewing activities bull A systematic approach for dialogue and co-operation between groups of local actors bull A simple and effective way to handle risks and opportunities of stakeholdersrsquo demand and builds relationships with them
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Awareness rising make an innovation accepted by end users and stakeholders How to communicate effectively the benefits of bio-lubricants to potential users (Llincwa) 1048729 Enabling a soft and durable integration of innovation in the local context How to embed an advanced fish-farm in the socio-economic system of a peripheral region in Iceland (Mistral Mar) 1048729 Definition of strategic options in the innovation development
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Shaping future scenarios as strategic tool for innovation development
Definition of distinctive features in the future virtual network of competencies (E-bsan)
Promoting jointconcerted actions to ensure the long term success of innovation
How to involve public sector in undertaking actions and policies for the energy utilization
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Steps Awareness building and stakeholders involvement
Assessment of potential impact on external environment and area of reference
Internal awareness building as a direct outcome External awareness building as as spin-off
Vision making Generation of a commonly shared future vision by creating
divergent scenarios related to the technological and innovation problem faced (visions on a sustainable future)
Idea generation Generation of ideas on how the shared vision might be
realised Action plan
Concrete commitment from the participants on the planned initiatives
Thank you
Thank you