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UpSocial 8 lessons eng

We are celebrating our eighth anniversary and on each anniversary we try to share what we have learned by being constantly exposed to innovations from all over the world and in very different spheres

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UpSocial 8 lessons eng

  1. 1. Supported by: Upgrading Social Innovation 8 years, 8 lessons 2018
  2. 2. We are celebrating our eighth anniversary and on each anniversary we try to share what we have learned by being constant- ly exposed to innovations from all over the world and in very different spheres. It is very stimulating to discover what works and what is generating a great impact, but also to understand and learn from what stops working. In addition, the- re is much to celebrate for what has been achieved among all us actors who in one way or another participate in the social innovation ecosystem. For this reason, we would like to distance ourselves a little from the tyranny of everyday life to focus on the lessons learned over these years and the questions that arise in our work. This short document highlights eight lessons in the form of themes and ideas that we can start working on together to strengthen the social innovation ecosys- tem. Miquel de Paladella CEO, UpSocial This publication is complemented by the video you can watch here. Upgrading Social Innovation. 8 years, 8 lessons
  3. 3. What innovations do we need? We have seen that there are two types of innovations: those that support existing organisations and those that question them. The former propose improvements or develop existing structures, the latter are disruptive and aim to reinvent or trans- form them. We tend to focus on innovations that com- plement or improve what already exists: our organisations, the actors that are already participating, etc. But there are great opportunities to explo- re disruptive innovations that allow us to reinvent what already exists. For example, Upgrading Social Innovation. 8 years, 8 lessons 1. Improve Reinvent Complement Transform Disruptive innovations Formal Informal Sustaining innovations 2010 Cisco Systems, Inc.: Learning from the Extremes, Charles Leadbeater. in education, thinking not only about im- proving schools, but also about creating new roles for them. Or going beyond formal education and transforming them, activating actors that do not traditionally form part of the education system, such as families, companies, public institutions, etc. The adjacent theoretical framework is helping us to understand what innovations we have before us and where a change can be generated.
  4. 4. How to better match ideas with teams and skills? Upgrading Social Innovation. 8 years, 8 lessons We still fail to put the best ideas in the hands of great teams: Who leads the change? From heropreneurs to systemic entrepreneurs Great changes come about through a collective intelligence that thinks about changing roles, functions, relationships. Faced with increasingly complex problems, with so many sectors and disciplines involved, it is essential to involve and integrate more people in the improvement or transformation of the system. And to bring to- gether entrepreneurs capable of rethinking the system and mobilising different actors. “Knowing that there are no easy answers to truly complex problems, system leaders culti- vate the conditions wherein collective wisdom emerges over time through a ripening process that gradually brings about new ways of thin- king, acting and being” — Peter Senge Sometimes we get obsessed with looking for new teams, but we could build on existing teams and put great ideas at their disposal. 2. 3. In the ideation phase We need to improve the ideation processes to improve the potential impact of the innovations we develop. We often rush to incubate and accelerate ideas that need more work. When creating teams We need to create better teams capable of driving great ideas. Many innovations end up failing due to the lack of a powerful multidisciplinary team.
  5. 5. Share basic standards When we talk about innovative transfor- mation processes, we realise that we use different indicators to measure things. It would be good to start working together on standards that allow us to identify when we are talking about the same type of processes or results. An example is ESSA, a standard that analyses interventions taking into account their impact evidence and how it is docu- mented. But we can also do it on the level of packaging or consolidation of the inco- me model. Or on the level of experience of adaptation/adoption in other contexts. Upgrading Social Innovation. 8 years, 8 lessons Strong Moderate Promising Strong theory Every Student Succeeds Act (ESSA) of the USA Department of Education Overcome transactional relationships to integrate capabilities and drive hybrid responses We are increasingly able to involve both the private sector and the public sector. But we still work too much in transactional ‘you give me this and I’ll give you that’-type relationships. If we want to solve problems, and really solve them in all their dimensions, it is essential to think about how we integrate capacities, how we involve all the actors so that each one of us thinks beyond our own organisation and also that we complement and establish norms for our actions, buil- ding a more powerful process of change. ESSA Impact Evidence The impact is isolated through a control group. Positive change is demonstra- ted but causality is not esta- blished (almost experimental). Studies that point to a correlation between change and activity. Theory of change strongly documented. 5.4.
  6. 6. What do we want to scale? We often focus on growing organisations to increase the impact: this is called sca- ling out. However, the solution to social problems may require scaling up; that means chan- ging policies, changing institutions or crea- ting new ones, or even creating new laws. The LISMI law (Law on the Social Inte- gration of People with Disabilities) is an example of transformation in Spain, and it is being replicated in many countries. Ano- ther example is the National Transplant Organisation, which has made Spain the number one country in organ transplants thanks to this reference model. And it all started with an innovation by a public institution. Another option to solve problems at scale is scaling deep. This implies changing the culture of a country, the values of a society, or social norms. As Montserrat Roig said: “Culture is the most revolutionary long- term political option.” All this is important because it implies that the answer is not always to try and scale an organisation: the great challenge is to scale the impact. Scaling out Grow in numbers, replicate, disseminate... Scaling up Change institutions, laws, public policy... Scaling deep Change cultural norms, relationships, values... Upgrading Social Innovation. 8 years, 8 lessons 6.
  7. 7. — Change comes through seeking systemic change We should focus part of our effort on finding ways to redefine interconnections and roles, to change the rules that govern our society and power relations. This must be the ultimate purpose of social innovation. And we can do a lot if, when we start to analyse and design, we think more about how to change the system. — Change also occurs by making the adjacent possible Sometimes it is important to take a step forward in one direction so that, suddenly, new paths open up. The power of that step often generates possibilities that were not possible before. This is evident with JUMP Math, a mathematics teaching- learning programme, which could appear to be just a simple but good maths programme. However, its implementation in schools is causing many teachers to discover the abilities of many students, change their perception about teaching and begin to look for more educational innovation. A change in one subject opens the doors to a deeper systemic change. Trying to understand how social problems are really solved is difficult, but it is, perhaps, the most important lesson. Upgrading Social Innovation. 8 years, 8 lessons — Creating chaotic moments where we bring together different people with different ideas Another way is to create chaotic moments where ideas collide, where the most unexpected people meet. Many of the best innovations have come from bringing different people together in unlikely spaces that could help to generate change. — Creating safe spaces for rigorous experimentation Innovation is a discipline that requires safe spaces for trial and error, and a rigour that allows us to learn and obtain better results. How does change happen?7.
  8. 8. The Economist Intelligence Unit, 2015 Social Innovation Index Ranking 1 USA 79.4 2 United Kingdom 77.3 3 Canada 75.7 ... 27 Kenya 45.4 28 Spain 44.8 Strengthen the ecosystem Upgrading Social Innovation. 8 years, 8 lessons There is much to celebrate We have an ecosystem that is taking its first steps: — Social Impact Bonds have finally arrived, with Barcelona and Navarra exploring their imple- mentation… — EuroPACE is being piloted for all of Europe from Olot… — In education, Change Dyslexia, JUMP Math, Science Bits and VoxPrima are all being scaled... — The model used by the Therapeutic and Edu- cational Unit at Villabona Penitentiary Centre is inspiring changes in the penitentiary systems of other countries… — The BuildUp model to promote coexistence is growing around the world… — Specialisterne is consolidated and is growing internationally, and The Change Factory is being adapted to improve the welfare of children... — Factoría F5 has launched the first promotion in Barcelona based on the Simplon educational model... — Creas is launching its Creas Impacto fund... 8. Innovation can come from accidental, organic or random processes, but it can also be an organised process, thanks to a conductive and fertile ecosystem. Unfortunately, Spain ranks 28 out of 45 countries in the following social innova- tion ecosystem ranking prepared by The Economist Intelligence Unit. This ranking evaluates the institutional political fra- mework, financing, entrepreneurship and the capacity of civil society to respond to social challenges. This gives us an agenda to work on toge- ther, identifying areas for improvement and devoting part of our time to developing the possibilities of the ecosystem.
  9. 9. How to promote experimentation and change from public administra- tion? — Experimentation fund Creation of an investment fund with the capacity to assume the risk of a possible failure in the ex- perimentation phase of new inter- ventions, allowing innovative and effective solutions to be tested. — Social Impact Regulatory Sandbox Advocacy to promote this form of regulatory flexibility that allows for experimenting and generating impact evidence on interventions for which the current regulation is a barrier. How to develop financing mecha- nisms capable of overcoming ba- rriers to scale? — Money Flow Mapping of current agents and potential financiers of social inno- vation in Spain, in relation to the support they offer in the different phases of social innovation and with the aim of structuring and activating the ecosystem. — Network of networks for social profitability Promotion of connections in local communities to take advantage of spaces, resources and existing connections to promote social innovation processes. How to create powerful multidis- ciplinary teams to scale social innovation? — Collaborative platform for educational innovation Development of a platform that serves as a point of reference and communication for the agents of the educational innovation ecosystem. — Partners for better education Creation of a learning and mento- ring network among teachers and 8 co-created ideas Upgrading Social Innovation. 8 years, 8 lessons managers that enables training options through a face-to-face and online service. How to create powerful multidis- ciplinary teams to scale social innovation? — Innovate Lab Development of an online and offline platform that facilitates the sharing of knowledge about social innovations and the teams that promote them to generate opportunities for contact, syner- gy and scalability. — Social Innovation Lab Acceleration of social innovation processes from the identification of priority cross-cutting challenges to work in an interdisciplinary way and connected with a wide range of actors and sectors. UpSocial’s proposal is to be aware of the social innovation ecosystem, and unite to strengthen it and build a more just country. That is why, in May 2018, we brou- ght together a group of people and organisations, who promote social innovation from different spheres and with different strategies, to begin to explore what we can do together based on four topics of debate. Here we share the eight ideas for action co-created during the day.
  10. 10. www.upsocial.org @UpSocialBCN 2018 Upgrading Social Innovation. 8 years, 8 lessons From the UpSocial team, we thank all those who participated in the co-creation of these ideas and we invite you to participate in their development. If you would like to be kept up to date or to get more involved, please write to us at: info@upsocial.org. Assiri Valdés Jorge Rovira Laia Oto Mamen Salcedo Miquel de Paladella Ona Argemí Stefan Pahon Tomás Kidd Viviana Urani

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