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Erscp07 Orafferty


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  • Transcript

    • 1. Capacity building for ecodesign in Wales – an innovation systems approach? Simon O’Rafferty why ecodesign? SMEs “don’t do” ecodesign should governments intervene? can we learn from Innovation Systems?
    • 2. Ecodesign Centre Wales funded by Welsh Assembly Government our role build capacity and capabilities in industry , public sector organisations and higher education so that effective ecodesign can happen in Wales big challenge / small team!
    • 3.  
    • 4. why ecodesign?
      • potential to drive innovation
      • enhance resource efficiency
      • clean process that is low-cost as % of overall investment
      • direct and indirect benefits (competitiveness and ‘public good’)
      • meeting expectations of global consumer class
      • potential to improve communications (branding, CSR, procurement etc)
      • potential to influence consumer behaviour (SCP context)
    • 5. SMEs “don’t do” ecodesign
      • managerial, process and system barriers e.g.
      • lack of managerial and operational resources
      • lack of awareness, training, and motivation of employees
      • failure of managers to harness the strategic considerations
      • actors “can’t or won’t act” - i.e. uncertainty / poor appropriability
      • competing policy rationales (e.g. environment and innovation)
      • BUT they have a large cumulative environmental impact and are significant contributors to national economies
    • 6. previous interventions
      • inspiring case examples but;
      • low long-term retention or diffusion of ecodesign activities
      • emphasis on managerial systems operational issues
      • information services
      • • demonstration projects
      • • R&D financing
      • • grants
      • • ‘ brokering’ services
    • 7. linear models of innovation?
      • based on linear models of innovation – rooted in neo-classical theory
      • no difference between capabilities, knowledge and information
    • 8. innovation systems
      • “ policy is no longer only about correcting imperfect incentives for private agents but rather about facilitating the emergence of new opportunities by building innovation infrastructure ”
      • (Norgen, L. Hauknes, J. 2000)
      • policy and policy mechanisms should design institutional structures that stimulate and support sustainable innovation
      • lessons for to intervention
    • 9. innovation systems
      • “ the network and interplay of public and private institutions in which production, distribution and use of new knowledge and technology take place”
      • (Vinnova, 2006)
      • interactive, non-linear and diffuse
    • 10.  
    • 11.  
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    • 16.  
    • 17. design is an interactive process image source: engine group
    • 18.  
    • 19. practical actions for capacity building?
      • identification of focus areas for intervention – from a life cycle perspective (mapping exercise)
      • market analysis - key growth businesses
      • creation of platforms for the open sharing of knowledge and experiences
      • capacity building in existing business support infrastructure
      • embedding ecodesign in higher education (mainstream design degrees)
      • capacity building in the indigenous design sector
      • establishing commercial support partners (creating linkages within industry)
    • 20. benefits of IS approach?
      • bridge trade-off between (urgent) environmental goals and aiming at building up a (long term) eco-innovative capacity
      • align competing policy rationales
      • enhance interventions by taking into account the richness and complexity of innovation processes
      • role for stakeholders and ‘enablers’ to advance sustainable innovation throughout the policy-making and implementation process