organisational innovations prof. r m prasad. innovation ? process of translating new ideas,...
TRANSCRIPT
Organisational Innovations
Prof. R M Prasad
Innovation ?
• Process of translating new ideas, approach, process, practices, method, technologies or techniques into tangible societal impacts
• Key to growth of output and productivity
Types of innovation
• Product innovation- eg: new variety of seeds, new machineries, new food products
• Process innovation- eg: disease control using microbial inoculation, solarization, chemicals
• Marketing innovation: eg: telemarketing, warehouse receipt system
• Organisational innovation: eg: WTO, ATMA
Organisational Innovation?
• Implementation of new organisational methods/mechanisms in business practices/ functions of an organisation
• Impact on economy, market, etc- cost reducing, labour saving, environment friendly, shelf life enhancing
• Input for organisational change• Alternative to the existing practice
Organisational change
• Results from shift in underlying organisational assumptions eg: BAU model to USP model- Open field to protected cultivation
• Discontinuous from existing/previous experience eg: Social Audit of development projects
• Provides new pathways to creating public value eg: PPP, M & A
Innovation in Indian scenario
• Technology Policy (1983)• Science and Technology Policy
(2003)• Science, Technology and Innovation
Policy (2013)– Innovation implies S & T based
solutions– Decade of innovation (2010-2020)
National Innovation Council
• To prepare a road map for decade of innovation
• To evolve an Indian model of innovation focusing on inclusive growth and creating an appropriate ecosystem for inclusive innovation
• To promote setting up of Sectoral Innovation Councils and State Innovation Councils
• Goal is SRISHTI – A strong and viable Science, Research and Innovation System for High Technology led path for India
Organisational Innovations in Agriculture
• Global governance system–WTO ( AoA, Agreement on SPS, TRIPS)–UN system ( FAO, UNDP, UNEP,
UNCTAD)– International funding institutions
(World Bank, ADB, IFAD)– Consortium of Research Centres
( CGIAR- 15 centres)– Conventions and Treaties (CBD,
ITPGRFA, IPPC, UPOV)
Cases for org innovation
• Indian scenario–National Agriculture Innovation Project
(NAIP)–National Innovation Foundation (NIF)– Community Managed Sustainable Agriculture
(CMSA)– Farmer Producer Companies (FPOs)– Agricultural Technology Management Agency
(ATMA)–NRLM through institutional platforms-
Kudumbashree, SERP
A case for alternative process
• Alternative process for strengthening organisational performance – Convergence
• Alternative to conflict (social process)
• Alternative to co-ordination (administrative function)
Convergence as an organisational innovation process
Outcome of effective planning resulting in pooling and sharing of resources and effective and efficient functioning of the organisation
To be evolved, not imposed
Why convergence?
• Avoids duplication of efforts and redundant actions
• Ensures transparency and accountability in governance
• Improves quality of services provided
• Enables sharing of resources for common objectives
• Augments the capacity of various stakeholders
Contd…
• Acts as a catalyst in the process of inclusive development
• Develops effective linkages with various development initiatives
• Co-ordinated energies can be leveraged
• Helps to identify new opportunities and options
• Results in effective monitoring of outcomes
Principles of Convergence
Must add value to something that already exists
Should amplify the benefits of the individual counterparts
Should result in sustainability of outcome
Should lead to sharing of benefits equitably (win-win)
Forms of Convergence
Gap filling ( Co-convergence)
Dovetailing (Additive convergence)
Value addition (Convergence plus)
Scaling up ( Multiple convergence)
Types of Convergence
Inter-sectoral Convergence
Joint Convergence
Functional Convergence
Institutional Convergence
Institutional Convergence
• Convergence of different institutions working towards the same objective– Eg: skill development (ITIs, KVKs,
RSETIs, DICs, SDCs, etc)– Capacity Building and Livelihood
Schools of Sikkim
• Convergence of public sector, private sector, NGOs, CBOs, etc– Eg: PPPP
Varied forms
• Platform based convergence eg: Institution based platform like Kudumbashree (Kerala), SERP (AP) ; IT based platform as in the case of e-krishi, e-marketing, etc : Media convergence
• Product based eg: Bamboo, Rubber, Processed food
• Service based eg: IT enabled services (video, voice and data, multi utility services)
• Organisation level convergence eg: ATMA • Convergence of HR eg: expert consultations,
solution exchange, discussion forum, etc• Resource convergence eg: Cross subsidisation
Factors Hindering Convergence
• Silo attitude – compartmental approach• Turf war – fear of loss of control over
resources- unwillingness to share information• Hierarchical conflicts – vertical &
independent lines of command• Unrealistic time lines for planning• Resource hunger- willingness to take, not to
give• Target oriented, not result-oriented
implementation• Plan fatigue – present style does not promote
integration and linkages• Incongruence between words and actions
What is Needed?Decide contours of convergence
Negotiate implementation level challenges
Assess different perspectives on the processes that produce convergence – individual, group and system
Match between capacity to converge, demand for convergence and willingness of organisations to converge
Suitably replicate successful cases of convergence
Paradigm Shift
Allocation based targets &
achievements
Outcome based T&A monitoring
Directed Interventions
Negotiated Interventions
Planning for Schemes
Planning for Activities
Identify thrust areas & components and match with schemes
? Change for Convergence!
Exclusion
Inclusion
Duplication
Dovetailing
Leakages
Linkages
Independent
Interdependen
t
Energising
Synergising
Command
Collaboration
Convergence partnership is the need of the hour
Efforts to create enabling environments that support and sustain multi-field, equity focused partnerships to evolve towards performing common tasks to achieve the common objective
Vision of Change
Functional and resource autonomy for receptive & responsive Governance
enabling convergence
Maximizing outcomes through
coordination,
collaboration &
cooperation
From Wish Plan to
Workable Plan
Transparent and
accountable delivery
mechanism facilitating participatio
n
Thank You