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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

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

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57

Thank you

• Analysing and documenting innovation and innovation processes A training workshop
• Overview of the presentation
• Purpose of the training workshop
• What is innovation
• Slide 5
• Why is innovation important
• What is an Innovation system
• AIS
• Partnerships form the core
• Slide 10
• Slide 11
• Simply speaking
• Ingredients in an IS
• The four main elements
• IS Perspective
• What is Innovation capacity
• 2 elements of Innovation capacity
• Slide 18
• Innovation capacity depends on
• Slide 20
• Implications
• Implications
• Slide 23
• Slide 24
• Slide 25
• Actor Analysis
• Opportunities and limitations
• Actor Linkage Analysis
• Actor Linkage Map
• Example of a actor linkage map
• Example- Actor linkage maps
• Actor Linkage Matrix
• Example- Actor linkage matrix
• Another actor linkage matrix
• Advantages of Actor Linkages Matrix
• Actor Determinant Diagram
• Actor Determinant Diagram
• Actor Time lines
• Actor Time line (Contrsquod)
• Septagram
• An example
• Constructing a Septagram
• Innovation system ldquomappingrdquo
• Slide 44
• Why construct them
• Key questions to steps in scaling out process
• Slide 47
• Innovation and sustainability
• Slide 49
• Slide 50
• A road map for sustainability
• Slide 52
• Slide 53
• Slide 54
• Steps
• Slide 56
• Slide 57