it factsheet reioveriovio ituinnovation factsheet # ... · this ecosystem canvas is an at-a-glance...
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INNOVATION.ITU.INT I 1 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Ecosystem Assessment CanvasEnabling a conducive environment
Section A: The Ecosystem Assessment Canvas
Many innovators struggle to leverage tech-nological changes to address the problems that they are facing in their community. The key challenge is the inability of their ecosys-tems to absorb technology.
An ecosystem refers to a system or network of interconnecting and interacting organiza-tions, and stakeholders from multiple sectors,
who come together and address the problems people are facing within their communities.
Traditionally, there are three ecosystems that are the critical growth engines responsible for nurturing ICT innovation from idea to market: the ICT ecosystem, the innovation ecosys-tem, and the entrepreneurial ecosystem.
INNOVATION.ITU.INT I 1 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Ecosystem Assessment canvasEnabling a condusive environment
Section A: The Ecosystem Assessment Canvas
Many innovators struggle to leverage tech-nological changes to address the problems that they are facing in their community. The key challenge is the inability of their ecosys-tems to absorb technology.
An ecosystem refers to a “system or network of interconnecting and interacting organiza-tions, and stakeholders from multiple sectors,
who come together and address the problems people are facing within their communities.”
Traditionally, there are three ecosystems that are the critical growth engines responsible for nurturing ICT innovation from idea to market: the ICT ecosystem, the innovation ecosys-tem, and the entrepreneurial ecosystem.
This Ecosystem Canvas is an at-a-glance overview of the key components in the innovation ecosystem. Scores are based on combined target stakeholder interviews on a 0-10 scale.
ITU Innovation Ecosystem Canvas
Vision& Strategy
Policy & Regulation
Capital
Market
Culture
Talent
Infrastructure
Resources
Champions
Programmes
Networks
Communities
VISION & STRATEGY: Need for one shared vision Agreement on issues Ecosystem working together Support for shared vision;
TALENT & CHAMPIONS: Technical skills Soft skills Skills moving to innovation Champions leading & being recognized;
INFRASTRUCTURE & PROGRAMS: Hard Infrastructure Soft Infrastructure (Knowledge) Distribution Competitiveness Programs to sup-port innovators;
CAPITAL & RESOURCES: Availability of investment Resources for research Possibility for trade & for-eign investment Government & Inter-national funding Resources to build eco-system supports;
MARKET & NETWORKS: Domestic markets Ability to export Innovation networks Formal associations Ecosystem mapping & collaborations;
CULTURE & COMMUNITIES: Attitudes towards risk & entrepreneurship Communities & events Spread of entrepre-neurial culture Diversity & equali-ty within ecosystem;
POLICY & REGULATION: Public sector engage-ment with innovation Public sector connec-tions to ecosystem Intellectual Property and R&D ICTs SMEs Trade Finance
CENTRAL SPACEConnections be-tween: Resources, Networks, Champi-ons, Programs, & CommunitiesCollaborative & Com-munity DrivenDedicated elements specifi cally for fostering innovation.
PILL
ARS
INNOVATION.ITU.INT I 2 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
At the nexus of these three growth engines is The ICT-centric ecosystem. It refers to an ecosystem that encompasses:
• The ICT sector,• The cross-cutting role of ICT innovation, and• The way innovation nurtures the evolution of other sectors in the economy.
Unfortunately, there is a lack of synergies between the three critical engines of growth; ecosystem stakeholders operate in silos, without aligning their initiatives and building a common vision. As a consequence, not all ecosystems are mature.
The lack of a nurturing environment is a significant challenge to achieve digital transformation. By understanding and assessing the ecosystem, it becomes possible to identify the enablers needed to achieve the vision. Enablers can be programs, policies and initiatives that are in place to foster digital transformation in the ecosystem.
The Ecosystem Assesment Canvas
Since each enabler is one part of a whole, and the function of each enabler is needed to have successful innovation activities, the combined efficiency of the enablers can be taken together to give a sense of the overall efficiency of the ecosystem.
Environments can be assessed by seven key enablers that reflect on the state of an innovation ecosystem.
Vision and strategy:________________________________________
Scope and Objectives, and Aligned digital strategies
Identifying the current and future states of the ecosystem is a critical component of the environment review. This is because creat-ing a shared vision helps all ecosystem players to rally around a common goal.
Setting forth an accompanying strategy helps stakeholders understand their roles, the ones of others and how their activities support the common vision. Often these are laid out in government reports, but the vision for the ecosystem can also come from other sources, such as the private sec-tor or academic networks.
Given that a vision and strategy are co-cre-ated, it is critical that they are exhaustive and inclusive of all stakeholder input across sectors.
Infrastructure and programmes:
___________________________________
Inclusive digital infrastructure, resilience and secure broadband
infrastructure, and soft infrastructure
These are the building blocks of an innovation ecosystem. Infrastructure is often categorised as hard or soft.
• Hard infrastructure includes con-nectivity, roads, electricity and pub-lic transportation
• Soft infrastructure includes shar-ing knowledge such as tech hubs, training resources and research institutions.
Programmes take advantage of this infrastructure, especially the soft infra-structure, to support the ecosystem.
INNOVATION.ITU.INT I 3 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Talent and champions: ______________________________________
Talent appropriateness
Talent refers to the human capital that powers the ecosystem and the resources that enhance that capital.
It encompasses:
• Hard skills such as engineering and programming.
• Soft skills such as management, com-munications and administration.
In addition to a broad talent pool, every ecosystem needs specific champions to thrive. A champion is a person who plays a leadership role in the ecosystem by initiating change, building corner-stone institutions, and encouraging the contributions of new actors.
Capital and resources: ______________________________________
Appropriate demand side resources and continuum of supply side resources
Start-ups need capital to grow and thrive.
In the early stages, risk capital, such as from angel investors, is required.
As companies mature and expand, fund-ing from larger investors such as venture capitalists (VCs) and private equity funds can help drive growth.
Some of this can come from the govern-ment or civil society, but ultimately the majority should come from private inves-tors. To complement the work of financing start-ups directly, support networks and other ecosystem-building programmes need resources to operate successfully.
Markets and networks:
______________________________________
Integration of economic sectors and market access domestic
and international
Start-ups require markets to serve, which is why it is essential to understand the depth of the market and access it lo-cally, regionally, and internationally. Additionally, the government is often a significant purchaser of products and ser-vices and a source of contracts for bud-ding enterprises. As a result, an efficient and transparent public procurement pro-cess is useful for start-ups. Networks and clusters are also needed in ecosystems to ensure that innovators have access to all of the resources and connections they need.
Culture and communities:
______________________________________
Sustainable culture of entrepreneurship and innovation,
and communities
Cultivating an innovative, entrepreneurial culture involves sharing fundamental val-ues such as risk-taking, an appreciation for failure, and a willingness to iterate and learn. These values create a blueprint for behaviour across the ecosystem, shared by communities of innovators and cham-pions through events and activities.
INNOVATION.ITU.INT I 4 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Regulation and policy: ___________________________________________
Comprehensive and grassroots innovation policies and programmes
and legal frameworks
Supportive policies and regulations can provide fertile ground for the efforts of entrepreneurs and innovators.
Poorly developed policies can stifle innovation.
There are many areas of policy and regulation that are critical to the success of the innovation ecosys-tem, including taxation, trade policy, intellectual property law, financial regulation and business regulation, among others.
Central elements _____________________________
Amongst the other enablers there is a central space.
This space encompasses activ-ities focused on advancing the work of stakeholders in the eco-system specifically, such as com-munities sharing entrepreneur-ial culture, rather than actions that broadly support the econo-my, such as influencing national culture.
Infobox
Digital transformation is what happens when innovation is applied to solve problems through the use of ICT/Telecommunication. The benefits to a country and its people are immense – significantly increased productivity, economic growth and increased em-ployment opportunity. The degree to which these benefits are within reach depends on the vibrancy of the ICT-centric ecosystem and a corresponding long-term vision and strategy that supports it.
All stakeholders in the ecosystem need to understand their potential for making a dif-ference, as well as their very real capabilities – as they engage in transformation. The ITU Digital Innovation Framework not only helps transfer this understanding but also clearly sets out what enablers can achieve – as well as identifying the barriers they will encounter along the journey of change. Key factors and components that enhance, fos-ter and facilitate digital transformation are clearly clustered and helpfully organized in the diagram above.
PILL
ARS
PolicyCultureTalentInfrastructureMarketCapitalVision & Strategy
ISSU
ES
Scope and objectives
Integration of economic sectors
Sustainable culture of entrepre-neurship and innovation
Aligned Digital strategies
Market access do-mestic and international
Communities
Inclusive digital infrastructure
Resilient & secure broadband Infrastructure
Soft infrastructure
Talent appropriate-ness
Champions
Appropriate Demand side resources
Continuum of Supply side resources
Compre-hensive and grassroots innovation policies & programs
Legal frameworks
Understanding Digital Transformation Capabilities
INNOVATION.ITU.INT I 5 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Section B: How to use the Ecosystem Assessment Canvas
TimeUp to 4 hours
What you will need A3 paper
Sticky notes (red, yellow and blue)
Markers (assorted colours)
Time
Guidelines
Group
Stationary
Outcome
Steps
Knowledge wall
Access to browser
Time
Guidelines
Group
Stationary
Outcome
Steps
Knowledge wall
Access to browser
Infobox
Analytical framework
Time
Guidelines
Group
Stationary
Outcome
Steps
Knowledge wall
Access to browser
Steps
Agree upon a desired future. The primary stakeholders in the innovation eco-system—innovators, investors, academicians, policy-makers, etc.—come together to decide how the ecosystem should evolve.
A gap between the current and future states can be closed by eliminating the relevant challenges through good practices.
Guidl
ines &
Recommendations and Programmes
CURRENT STATE
FUTURE STATE
GAP
CHALLENGE
CHALLENGECHALLENGE
INNOVATION.ITU.INT I 6 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Understand the current state. Stakeholders engage in identifying the strengths and weaknesses of their ecosystem.
Analyse gaps. Based on the current situation and the desired future state, stake-holders identify key needs that should be prioritized in developing the ecosystem.
Good practices. Irrespective of where the gaps and opportunities are, key actors in an ecosystem discover good practices that should be shared and replicated, and look for international good practices which may serve as a model for addressing the issues. ITU is continuously developing a database of good practices for use in this process.
Identify challenges. Specific areas of action and good practices to be amplified are laid out to become the basis of recommendations for activities going forward.
Develop guidelines and recommendations. Based on a shared vision and under-standing of the current landscape, recommendations for how to address challeng-es and exploit opportunities can be produced.
Build programmes. In order to advance meaningful change in the ecosystem, rec-ommendations and policies must be translated into programmes.
INNOVATION.ITU.INT I 7 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Future State Analysis
Brainstorm the future state of each pillar on the tool, using the key elements of the corresponding pillars (see info box on page 8). Go through each one of the pillars and get the participants to describe it.
Participants must write down one idea per yellow sticky note and each group has to place their idea on the tool.
Enable an open discussion, get one of the groups to share their ideas, and com-pare them with the other groups. Reduce the number of ideas and place them on the knowledge wall. Do this through affinity groups and similarity; the participants can create new ones consolidating the information from before.
Tip 1 – Divergent and Convergent Thinking
It is recommended to use divergent and convergent thinking to gather the neces-sary information. The thinking mode is the way the participants are encouraged to reflect throughout the process. Divergent thinking is similar to ‘brainstorming’, ex-ploring as many ideas as possible without shutting them down. Convergent think-ing is when thinking is narrowed down to a few answers.
DIVERGENT THINKING CONVERGENT THINKING
EXPLORING AREA
• Struggle to integrate ideas• Emerging of new ideas• Build of mutual understanding
• Narrow down options• Decision making• Categorization• Finding Conclusions• Shared understanding
• Generates Alternatives• Open Discussion• Brainstorm• Diverse Perspectives• Full Participation
DIVERGENT THINKING CONVERGENT THINKING
EXPLORING AREA
• Struggle to integrate ideas• Emerging of new ideas• Build of mutual understanding
• Narrow down options• Decision making• Categorization• Finding Conclusions• Shared understanding
• Generates Alternatives• Open Discussion• Brainstorm• Diverse Perspectives• Full Participation
1
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FAC
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nally
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re a
re t
hree
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syst
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that
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e th
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l gro
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e IC
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no
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This
Ecos
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m C
anva
s is a
n at
-a-g
lanc
e ov
ervie
w of
the
key c
ompo
nent
s in
the
inno
vatio
n ec
osys
tem
. Sco
res a
re b
ased
on
com
bine
d ta
rget
stak
ehol
der i
nter
views
on
a 0-1
0 sc
ale.
ITU
Inno
vatio
n Ec
osys
tem
Can
vas
Visi
on&
Stra
tegy
Polic
y &
Regu
latio
n
Capi
tal
Mar
ket
Cultu
re
Tale
nt
Infra
stru
ctur
e
Reso
urce
s Ch
ampi
ons
Prog
ram
mes
Netw
orks
Com
mun
ities
VISI
ON &
STR
ATEG
Y:
Nee
d fo
r one
sha
red
vis
ion
Ag
reem
ent o
n is
sues
Ec
osys
tem
wor
king
tog
ethe
r Su
pp
ort f
or s
hare
d v
isio
n;
TALE
NT &
CHA
MPI
ONS:
Te
chni
cal s
kills
So
ft sk
ills
Skill
s m
ovin
g to
inno
vatio
n C
ham
pio
ns le
adin
g &
b
eing
reco
gni
zed
;
INFR
ASTR
UCTU
RE &
PRO
GRAM
S:
Har
d In
fras
truc
ture
So
ft In
fras
truc
ture
(Kno
wle
dg
e)
Dis
trib
utio
n C
omp
etiti
vene
ss
Prog
ram
s to
sup
-p
ort i
nnov
ator
s;
CAPI
TAL &
RES
OURC
ES:
Ava
ilab
ility
of i
nves
tmen
t Re
sour
ces
for r
esea
rch
Poss
ibili
ty fo
r tra
de
& fo
r-ei
gn
inve
stm
ent
Gov
ernm
ent &
Inte
r-na
tiona
l fun
din
g
Reso
urce
s to
bui
ld e
co-
syst
em s
upp
orts
;
MAR
KET &
NET
WOR
KS:
Dom
estic
mar
kets
A
bili
ty to
exp
ort
Inno
vatio
n ne
twor
ks
Form
al a
ssoc
iatio
ns
Ecos
yste
m m
app
ing
&
col
lab
orat
ions
;
CULT
URE
& CO
MM
UNIT
IES:
A
ttitu
des
tow
ard
s ris
k &
ent
rep
rene
ursh
ip
Com
mun
ities
& e
vent
s Sp
read
of e
ntre
pre
-ne
uria
l cul
ture
D
iver
sity
& e
qua
li-ty
with
in e
cosy
stem
;
POLI
CY &
REG
ULAT
ION:
Pu
blic
sec
tor e
ngag
e-m
ent w
ith in
nova
tion
Pub
lic s
ecto
r con
nec-
tions
to e
cosy
stem
In
telle
ctua
l Pro
per
ty a
nd R
&D
IC
Ts
SMEs
Tr
ade
Fina
nce
CENT
RAL S
PACE
Con
nect
ions
be-
twee
n: R
esou
rces
, N
etw
orks
, Cha
mp
i-on
s, P
rog
ram
s,
& C
omm
uniti
esC
olla
bor
ativ
e &
Com
-m
unity
Driv
enD
edic
ated
ele
men
ts s
pec
ifi ca
lly
for f
oste
ring
inno
vatio
n.
PILLARS
INN
OVA
TIO
N.IT
U.IN
TI 1
I
FAC
TSH
EE
TR
ev1.
1 - F
or re
view
ITU
Inno
vatio
n#r
edis
cove
rinno
vatio
n
Eco
syst
em A
sses
smen
t ca
nvas
Enab
ling
a c
ond
uciv
e en
viro
nmen
t
Sect
ion
A:
The
Eco
syst
em A
sses
smen
t C
anva
s
Man
y in
nova
tors
str
ug
gle
to
lev
erag
e te
ch-
no
log
ical
ch
ang
es to
ad
dre
ss th
e p
rob
lem
s th
at t
hey
are
faci
ng i
n th
eir
com
mun
ity.
The
key
chal
leng
e is
the
ina
bili
ty o
f th
eir
eco
sys-
tem
s to
ab
sorb
tech
nolo
gy.
An
eco
syst
em r
efer
s to
a s
yste
m o
r ne
two
rk
of
inte
rco
nnec
ting
and
int
erac
ting
org
aniz
a-tio
ns, a
nd s
take
hold
ers
fro
m m
ultip
le s
ecto
rs,
who
co
me
tog
ethe
r and
ad
dre
ss th
e p
rob
lem
s p
eop
le a
re fa
cing
with
in th
eir
com
mun
ities
.
Trad
itio
nally
, the
re a
re t
hree
eco
syst
ems
that
ar
e th
e cr
itica
l gro
wth
eng
ines
resp
ons
ible
for
nurt
urin
g IC
T in
nova
tion
fro
m id
ea to
mar
ket:
th
e IC
T ec
osy
stem
, th
e in
no
vati
on
eco
sys-
tem
, and
the
entr
epre
neu
rial
eco
syst
em.
INN
OVA
TIO
N.IT
U.IN
TI 1
I
FAC
TSH
EE
TR
ev1.
1 - F
or re
view
ITU
Inno
vatio
n#r
edis
cove
rinno
vatio
n
Eco
syst
em A
sses
smen
t ca
nvas
Enab
ling
a c
ond
usiv
e en
viro
nmen
t
Sect
ion
A:
The
Eco
syst
em A
sses
smen
t C
anva
s
Man
y in
nova
tors
str
ug
gle
to
lev
erag
e te
ch-
no
log
ical
ch
ang
es to
ad
dre
ss th
e p
rob
lem
s th
at t
hey
are
faci
ng i
n th
eir
com
mun
ity.
The
key
chal
leng
e is
the
ina
bili
ty o
f th
eir
eco
sys-
tem
s to
ab
sorb
tech
nolo
gy.
An
eco
syst
em r
efer
s to
a “
syst
em o
r net
wo
rk
of
inte
rco
nnec
ting
and
int
erac
ting
org
aniz
a-tio
ns, a
nd s
take
hold
ers
fro
m m
ultip
le s
ecto
rs,
who
co
me
tog
ethe
r and
ad
dre
ss th
e p
rob
lem
s p
eop
le a
re fa
cing
with
in th
eir
com
mun
ities
.”
Trad
itio
nally
, the
re a
re t
hree
eco
syst
ems
that
ar
e th
e cr
itica
l gro
wth
eng
ines
resp
ons
ible
for
nurt
urin
g IC
T in
nova
tion
fro
m id
ea to
mar
ket:
th
e IC
T ec
osy
stem
, th
e in
no
vati
on
eco
sys-
tem
, and
the
entr
epre
neu
rial
eco
syst
em.
This
Ecos
yste
m C
anva
s is a
n at
-a-g
lanc
e ov
ervie
w of
the
key c
ompo
nent
s in
the
inno
vatio
n ec
osys
tem
. Sco
res a
re b
ased
on
com
bine
d ta
rget
stak
ehol
der i
nter
views
on
a 0-1
0 sc
ale.
ITU
Inno
vatio
n Ec
osys
tem
Can
vas
Visi
on&
Stra
tegy
Polic
y &
Regu
latio
n
Capi
tal
Mar
ket
Cultu
re
Tale
nt
Infra
stru
ctur
e
Reso
urce
s Ch
ampi
ons
Prog
ram
mes
Netw
orks
Com
mun
ities
VISI
ON &
STR
ATEG
Y:
Nee
d fo
r one
sha
red
vis
ion
Ag
reem
ent o
n is
sues
Ec
osys
tem
wor
king
tog
ethe
r Su
pp
ort f
or s
hare
d v
isio
n;
TALE
NT &
CHA
MPI
ONS:
Te
chni
cal s
kills
So
ft sk
ills
Skill
s m
ovin
g to
inno
vatio
n C
ham
pio
ns le
adin
g &
b
eing
reco
gni
zed
;
INFR
ASTR
UCTU
RE &
PRO
GRAM
S:
Har
d In
fras
truc
ture
So
ft In
fras
truc
ture
(Kno
wle
dg
e)
Dis
trib
utio
n C
omp
etiti
vene
ss
Prog
ram
s to
sup
-p
ort i
nnov
ator
s;
CAPI
TAL &
RES
OURC
ES:
Ava
ilab
ility
of i
nves
tmen
t Re
sour
ces
for r
esea
rch
Poss
ibili
ty fo
r tra
de
& fo
r-ei
gn
inve
stm
ent
Gov
ernm
ent &
Inte
r-na
tiona
l fun
din
g
Reso
urce
s to
bui
ld e
co-
syst
em s
upp
orts
;
MAR
KET &
NET
WOR
KS:
Dom
estic
mar
kets
A
bili
ty to
exp
ort
Inno
vatio
n ne
twor
ks
Form
al a
ssoc
iatio
ns
Ecos
yste
m m
app
ing
&
col
lab
orat
ions
;
CULT
URE
& CO
MM
UNIT
IES:
A
ttitu
des
tow
ard
s ris
k &
ent
rep
rene
ursh
ip
Com
mun
ities
& e
vent
s Sp
read
of e
ntre
pre
-ne
uria
l cul
ture
D
iver
sity
& e
qua
li-ty
with
in e
cosy
stem
;
POLI
CY &
REG
ULAT
ION:
Pu
blic
sec
tor e
ngag
e-m
ent w
ith in
nova
tion
Pub
lic s
ecto
r con
nec-
tions
to e
cosy
stem
In
telle
ctua
l Pro
per
ty a
nd R
&D
IC
Ts
SMEs
Tr
ade
Fina
nce
CENT
RAL S
PACE
Con
nect
ions
be-
twee
n: R
esou
rces
, N
etw
orks
, Cha
mp
i-on
s, P
rog
ram
s,
& C
omm
uniti
esC
olla
bor
ativ
e &
Com
-m
unity
Driv
enD
edic
ated
ele
men
ts s
pec
ifi ca
lly
for f
oste
ring
inno
vatio
n.
PILLARS
INNOVATION.ITU.INT I 9 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Tip 2 – Large group structure and knowledge wall
In a knowledge wall, consolidate one common Ecosystem Assessment Canvas between all group. It is recommended that large group are split in manageable size, but the facilita-tor will need to consolidate all groups information into one canvas through active moder-ation when all groups finish their work. Note that correct representation of all stakeholders groups are needed to brinig empathy in the exercise because they can more accurately share the status of each indicator.
This can be turned into a manifesto of the ecosystem
INNOVATION.ITU.INT I 1 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Ecosystem Assessment canvasEnabling a conducive environment
Section A: The Ecosystem Assessment Canvas
Many innovators struggle to leverage tech-nological changes to address the problems that they are facing in their community. The key challenge is the inability of their ecosys-tems to absorb technology.
An ecosystem refers to a system or network of interconnecting and interacting organiza-tions, and stakeholders from multiple sectors,
who come together and address the problems people are facing within their communities.
Traditionally, there are three ecosystems that are the critical growth engines responsible for nurturing ICT innovation from idea to market: the ICT ecosystem, the innovation ecosys-tem, and the entrepreneurial ecosystem.
INNOVATION.ITU.INT I 1 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Ecosystem Assessment canvasEnabling a condusive environment
Section A: The Ecosystem Assessment Canvas
Many innovators struggle to leverage tech-nological changes to address the problems that they are facing in their community. The key challenge is the inability of their ecosys-tems to absorb technology.
An ecosystem refers to a “system or network of interconnecting and interacting organiza-tions, and stakeholders from multiple sectors,
who come together and address the problems people are facing within their communities.”
Traditionally, there are three ecosystems that are the critical growth engines responsible for nurturing ICT innovation from idea to market: the ICT ecosystem, the innovation ecosys-tem, and the entrepreneurial ecosystem.
This Ecosystem Canvas is an at-a-glance overview of the key components in the innovation ecosystem. Scores are based on combined target stakeholder interviews on a 0-10 scale.
ITU Innovation Ecosystem Canvas
Vision& Strategy
Policy & Regulation
Capital
Market
Culture
Talent
Infrastructure
Resources
Champions
Programmes
Networks
Communities
VISION & STRATEGY: Need for one shared vision Agreement on issues Ecosystem working together Support for shared vision;
TALENT & CHAMPIONS: Technical skills Soft skills Skills moving to innovation Champions leading & being recognized;
INFRASTRUCTURE & PROGRAMS: Hard Infrastructure Soft Infrastructure (Knowledge) Distribution Competitiveness Programs to sup-port innovators;
CAPITAL & RESOURCES: Availability of investment Resources for research Possibility for trade & for-eign investment Government & Inter-national funding Resources to build eco-system supports;
MARKET & NETWORKS: Domestic markets Ability to export Innovation networks Formal associations Ecosystem mapping & collaborations;
CULTURE & COMMUNITIES: Attitudes towards risk & entrepreneurship Communities & events Spread of entrepre-neurial culture Diversity & equali-ty within ecosystem;
POLICY & REGULATION: Public sector engage-ment with innovation Public sector connec-tions to ecosystem Intellectual Property and R&D ICTs SMEs Trade Finance
CENTRAL SPACEConnections be-tween: Resources, Networks, Champi-ons, Programs, & CommunitiesCollaborative & Com-munity DrivenDedicated elements specifi cally for fostering innovation.
PILL
ARS
Current State analysis
Brainstorm the future state of each pillar on the tool, using the key elements of the corresponding pillars (see info box on page 8).
Go through each one of the pillars and get the participants to describe it.
Participants must write down one idea per yellow sticky note and each group has to place their idea on the tool.
Enable an open discussion, get one of the groups to share their ideas, and com-pare them with the other groups. Reduce the number of ideas and place them on the knowledge wall. Do this through affinity groups and similarity; the partici-pants can create new ones consolidating the information from before.
*Tip 1 and 2 may come in handy, for this exercise
Gap
Based on the information gathered from the future and current states, identify the “jobs-to be-done” so as to close the gap and realize the desired future.
3
2
INNOVATION.ITU.INT I 10 I
FACTSHEETRev1.1 - For review
ITUInnovation#rediscoverinnovation
Time
Guidelines
Group
Stationary
Outcome
Steps
Knowledge wall
Access to browser
Outcome
An assessment of a current ecosystem’s situation and indentification of gaps/jobs-to be-done to realize the desired future state.
Key takeaways
• Through this tool, stakeholders will have a better comprehension of the prob-lems they are facing and the solutions to address their challenges.
• The Ecosystem Assessment Canvas will give an overview of the future of the ecosystem and act as an enabler by offering the required resources to its success.
Time
Guidelines
Group
Stationary
Outcome
Steps
Knowledge wall
Access to browser