This document discusses approaches to measuring social innovation. It begins by explaining the need to measure social innovation to inform policymakers and understand what works. It then reviews existing indicator systems for measuring innovation, finding that they assume innovation is a non-linear process influenced by factors like resources, knowledge, technology, and culture. However, these systems need adjustments to properly capture social innovation. The document proposes a framework with indicators for enabling conditions, innovation activities, and social outcomes. Finally, it emphasizes sticking to a balanced definition of social innovation and connecting to existing indicators while meeting different information needs.
The document provides an overview of social product development and crowdsourcing. It discusses using external input and ideas from customers, experts and partners throughout the product development lifecycle. It provides examples of companies like Dell, Quirky and Threadless that use crowdsourcing for product selection and development. The document also demonstrates the Ideavibes Crowd Engagement Platform, a tool for running multiple crowdsourcing and crowdfunding campaigns.
This document discusses perspectives on innovation from economists and management scholars. It defines innovation as invention plus exploitation or commercialization. The steps involved in innovation are identified as identifying resources, understanding organizational limitations and abilities, managing interfaces, and assessing projects from a customer value and systems perspective. Principles of "jugaad", an Indian strategy, are presented, as are case studies of innovative individuals like Steve Jobs, Sir Jagadish Chandra Bose, Dr. Verghese Kurien, and Ratan Tata.
Thinking entrepreneurially both internally and externally (dhcd, 12 6-17)Marty Kaszubowski
1. Innovation and entrepreneurship can happen anywhere and by anyone, but thriving requires an active community outside of where the work is done.
2. Culture is more important than strategy, as a collaborative, non-zero-sum culture that values learning from mistakes will better support innovation.
3. While funding is important, building and maintaining a community is key, as communities provide access to talent, advice, capital and networks that entrepreneurs need to succeed. Thriving communities also facilitate "managed serendipity".
Nahdet El Mahrousa’s (NM) flagship program, Incubator of Early-stage Innovative Social Enterprises, has officially opened its 5th Round of incubation and the 2nd this year and we’re very excited for what’s to come!
Ieee ghtc 2014 anil gupta iima Empathetic innovations for closing the social ...Dr Anil Gupta
Empathetic innovations for closing the social & technological gap:
Empathetic innovations for closing the social technological gap: Honey Bee Network Model
Inclusion of bypassed spaces, sectors, skills and social segments in developmental agenda has rightly engaged the attention of world technology leaders. But this inclusion in the true sense, may not happen unless we begin to learn from grassroots innovators and communities and blend formal and informal S & T systems. This has been the mission pursued by The Honey Bee Network, a social movement for the last twenty five years. The heuristics of sustainable frugal innovation will not emerge from a jugaad (makeshift) mentality. These will require an empathetic understanding of affordability, accessibility, availability, rejuvenability, durability and circularity of products and services. Designing new solutions by building upon artefactual, metaphorical, heuristic and gestalt aspects of innovation will fertilise our imagination, enrich scientific inquiry and result in reciprocal, responsive, and responsible relationship with knowledge rich- economically poor, creative communities.
ANIS2012 workshop_challenges for replicationngoinnovation
The document discusses challenges to scaling ICT-agriculture models. It identifies key challenges as engaging ecosystem players across the agricultural value chain, developing sustainable business models, addressing functional illiteracy, ensuring community participation, overcoming technological bottlenecks, and providing funding support. Specific barriers mentioned include lack of collaboration between stakeholders, non-transparency in value chains, need for skills training of village operators, importance of community ownership, issues of connectivity and power infrastructure, and need for advocacy and partnerships to facilitate financial and institutional support. The document argues that addressing these challenges can help replicate and scale successful ICT agriculture pilots to maximize social and economic impacts.
This document discusses approaches to measuring social innovation. It begins by explaining the need to measure social innovation to inform policymakers and understand what works. It then reviews existing indicator systems for measuring innovation, finding that they assume innovation is a non-linear process influenced by factors like resources, knowledge, technology, and culture. However, these systems need adjustments to properly capture social innovation. The document proposes a framework with indicators for enabling conditions, innovation activities, and social outcomes. Finally, it emphasizes sticking to a balanced definition of social innovation and connecting to existing indicators while meeting different information needs.
The document provides an overview of social product development and crowdsourcing. It discusses using external input and ideas from customers, experts and partners throughout the product development lifecycle. It provides examples of companies like Dell, Quirky and Threadless that use crowdsourcing for product selection and development. The document also demonstrates the Ideavibes Crowd Engagement Platform, a tool for running multiple crowdsourcing and crowdfunding campaigns.
This document discusses perspectives on innovation from economists and management scholars. It defines innovation as invention plus exploitation or commercialization. The steps involved in innovation are identified as identifying resources, understanding organizational limitations and abilities, managing interfaces, and assessing projects from a customer value and systems perspective. Principles of "jugaad", an Indian strategy, are presented, as are case studies of innovative individuals like Steve Jobs, Sir Jagadish Chandra Bose, Dr. Verghese Kurien, and Ratan Tata.
Thinking entrepreneurially both internally and externally (dhcd, 12 6-17)Marty Kaszubowski
1. Innovation and entrepreneurship can happen anywhere and by anyone, but thriving requires an active community outside of where the work is done.
2. Culture is more important than strategy, as a collaborative, non-zero-sum culture that values learning from mistakes will better support innovation.
3. While funding is important, building and maintaining a community is key, as communities provide access to talent, advice, capital and networks that entrepreneurs need to succeed. Thriving communities also facilitate "managed serendipity".
Nahdet El Mahrousa’s (NM) flagship program, Incubator of Early-stage Innovative Social Enterprises, has officially opened its 5th Round of incubation and the 2nd this year and we’re very excited for what’s to come!
Ieee ghtc 2014 anil gupta iima Empathetic innovations for closing the social ...Dr Anil Gupta
Empathetic innovations for closing the social & technological gap:
Empathetic innovations for closing the social technological gap: Honey Bee Network Model
Inclusion of bypassed spaces, sectors, skills and social segments in developmental agenda has rightly engaged the attention of world technology leaders. But this inclusion in the true sense, may not happen unless we begin to learn from grassroots innovators and communities and blend formal and informal S & T systems. This has been the mission pursued by The Honey Bee Network, a social movement for the last twenty five years. The heuristics of sustainable frugal innovation will not emerge from a jugaad (makeshift) mentality. These will require an empathetic understanding of affordability, accessibility, availability, rejuvenability, durability and circularity of products and services. Designing new solutions by building upon artefactual, metaphorical, heuristic and gestalt aspects of innovation will fertilise our imagination, enrich scientific inquiry and result in reciprocal, responsive, and responsible relationship with knowledge rich- economically poor, creative communities.
ANIS2012 workshop_challenges for replicationngoinnovation
The document discusses challenges to scaling ICT-agriculture models. It identifies key challenges as engaging ecosystem players across the agricultural value chain, developing sustainable business models, addressing functional illiteracy, ensuring community participation, overcoming technological bottlenecks, and providing funding support. Specific barriers mentioned include lack of collaboration between stakeholders, non-transparency in value chains, need for skills training of village operators, importance of community ownership, issues of connectivity and power infrastructure, and need for advocacy and partnerships to facilitate financial and institutional support. The document argues that addressing these challenges can help replicate and scale successful ICT agriculture pilots to maximize social and economic impacts.
Ideavibes and Urban Resilience - Crowdsourcing for Citizen Engagement and Ope...Ideavibes | Paul Dombowsky
Ideavibes and Urban Resilience ran a workshop in Calgary to participants from the City, Public Institutions, environmental groups, etc. with a focus on helping them utilize crowdsourcing in their citizen engagement and open innovation initiatives.
This document provides an overview of crowdfunding and crowdsourcing. It defines crowdfunding as the collective cooperation, attention and trust of people who pool their money and resources via the Internet to support efforts initiated by others. Crowdsourcing is defined as when organizations seek input from open or closed communities to contribute ideas, solutions or support through an open process. The presenter discusses the types of crowdfunding, why crowdfunding has grown in popularity, who comprises "the crowd", and motivations for seeking crowdfunding. Examples of crowdfunding opportunities are also mentioned.
Mkt1019 characteristics of the social entrepreneur 1Tim Curtis
Social entrepreneurship involves using entrepreneurial approaches to create social value through innovative solutions to social problems. Social entrepreneurs are change agents who pursue new opportunities to fulfill their mission of social impact through initiatives like microfinance that provide small loans to the world's poorest people. The rise of social entrepreneurship is driven by trends like declining government involvement, a focus on self-reliance, and changes in funding opportunities for social sectors.
"Goal Setting in Social Entrepreneurship" is from the lecture session that Syed delivered during the Social Entrepreneurship Development Programme for Youth in Assam Rajiv Gandhi University of Cooperative Management, Sibsagar, Assam.
Restart+ Module 3 Placemaking a Powerful Tool for Community Regenerationcaniceconsulting
In this module, we explore placemaking as a process for community regeneration.
We focus in detail on the four main types of placemaking and hone in on how each one works. We look at some great real life applications of these in communities.
In the final section, we provide you with a pack of useful exercises and templates to help you start using placemaking in the planning of your new regeneration project/s!
Presenting at Startup Edmonton for Make Something Edmonton, SiG National Executive Director, Tim Draimin, explores "Making Change Through Social Innovation" - introducing what social innovation is, why it is important, and the opportunity for Alberta to become a social innovation leader.
Five Stages of Social EntrepreneurshipYutakaTanabe
The document summarizes a presentation on defining five stages of social entrepreneurship: (1) opportunity, (2) individualized activity, (3) organized activity, (4) socialized activity, and (5) sustainability. It uses the example of Teach for America to illustrate how a social enterprise can progress through these stages, expanding its social mission from the work of an individual founder to having societal impact through policy change. The presentation draws on literature from entrepreneurship and non-profit management to develop this framework for understanding the development of social entrepreneurship.
The document discusses crowdsourcing and citizen engagement. It provides examples of how governments and organizations can use crowdsourcing to tap into people's knowledge and generate new ideas. Some key points made in the document include:
- Crowdsourcing allows organizations to seek input from both experts and the general public to contribute ideas and solutions.
- Different levels of engagement are discussed, from simply informing citizens to more advanced collaboration.
- Examples are given of citizen engagement programs run by New York City, San Francisco, and the City of Ottawa that utilized crowdsourcing.
- Both the benefits and potential pitfalls of crowdsourcing for citizen engagement are outlined.
This document discusses social innovation in China. It explores buzzwords around social innovation, questions people have about social innovation and social business, quotations from leaders of NGOs on the nature of innovation. It profiles an example social innovation project called Buy42 for online recycling of beauty products. It also outlines the Shanghai Social Innovation Incubator and innovation awards for non-profits. In concluding, it notes the character of social innovation in China is focused on generating ideas to address social problems, while the ecosystem is still developing, and there is a critical role for the second sector to play between civil society and social innovation.
Greg Horowitt, Act I (Global Innovation Summit 2012)innosummit
The document discusses strategies for developing a thriving innovation ecosystem or "rainforest" beyond traditional tech hubs like Silicon Valley. It advocates for an approach of learning and adapting rather than predicting and repeating, and managing risks rather than eliminating them. Key elements identified for building roots of an innovation ecosystem include enlightened government policies, dismantling hierarchies to encourage knowledge sharing, engaged private sector participation, responsive workforce development, and porous university-industry collaboration. The document also presents a "Rainforest Canvas" tool for sequencing a region's innovation genome by mapping out key stakeholders and the interactions between ideas, talent, capital, and opportunities.
This document discusses crowdsourcing and citizen engagement. It provides definitions of crowdsourcing as seeking input from communities to generate ideas and solutions. Examples are given of citizen engagement programs in New York City, San Francisco, and Ottawa that utilized crowdsourcing to generate ideas from citizens. The benefits of crowdsourcing include surfacing new perspectives and empowering citizens. Challenges that can arise include lack of follow through and narrow results from limited crowds.
Social Entrepreneurship & Measuring Social Impact: 101Dr. Catherine Lada
Social entrepreneurship aims to solve complex social problems through sustainable business models. It differs from traditional non-profits and businesses in pursuing a double bottom line of social impact and financial sustainability. Social entrepreneurs must understand the embedded context and ecosystem in which problems exist to develop effective solutions. "Wicked problems" are especially difficult to solve because they are situated within complex social systems. Truly addressing wicked problems requires considering all relevant actors and implementing coordinated multi-level solutions. Scaling solutions also requires understanding how approaches must be adapted to different environments and contexts. While measuring social impact is challenging, frameworks provide guidance on assessing evidence of impact at preliminary, moderate, and strong levels.
Collaborative Innovation: The State of EngagementDan Keldsen
The ultimate benefits of Collaborative Innovation are when Collaborative Innovation is applied at a strategic level - but are you using the tactics to make the most of Collaborative Innovation?
Last quarter the Collaborative Innovation Team surveyed over 200 thought leaders in multiple functional roles from large and small organizations distributed worldwide. The results offer some fascinating insights into the ways that collaborative innovation is and isn’t being implemented in businesses today.
With only 15% of respondents stating their organization is "very effective" at Collaborative Innovation, and a mere 35% who believe Collaborative Innovation ranks up with the core capabilities of business such as R&D, Operations, Marketing and more - we’re certainly not all masters of this space just yet.
Call it Collaborative Innovation, Enterprise 2.0, Open Innovation, Innovation Management, Hyper-Social Innovation or Social Business... are you doing it? Doing it well? Find out what we've uncovered in this sneak preview of the upcoming ebook on our research results from late 2011 to early 2012.
This document discusses communities of practice and how they evolve through different lifecycles. It begins by providing background on communities of practice and how they were first observed among groups of technicians sharing expertise. The document then discusses the emerging paradigm of communities having lifecycles that include planning, initiating, launching, driving toward self-sufficiency. Barriers to their evolution like lost momentum are also examined, along with tips for reversing trends like providing resources and recognizing contributions. The document presents two case studies, one of a community in an Italian bank and another of a virtual online community, to illustrate successful communities. Mantras for structuring and sustaining communities through variety and breaking monotony are also shared.
The document discusses the framework and key mindsets of frugal innovation explored during P&G's journey in India. It outlines sessions held on the first day which focused on understanding consumers, creating markets rather than serving gaps, prioritizing social impact over financial returns, and generating ecosystems of solutions rather than standalone products. The framework aims to shift perspectives from "at" the bottom to "for" the bottom by internalizing mindsets like unique needs discovery and understanding versus profiling customers.
The document discusses challenges related to sanitation in India and how human-centered design was applied to help address these challenges. It summarizes a project called Project Sammaan that designed and planned to build improved sanitation facilities in Indian cities to benefit over 60,000 people. The human-centered design process involved in-depth research through observations and conversations to develop insights into sanitation behaviors and needs. From these insights, scenarios and innovations were developed for facility design, communications, operations and business models. The project faced implementation challenges but its research contributed to policy changes and guidelines.
The document discusses a capstone project completed by Columbia University students for Fifth Third Bank to benchmark the bank's knowledge management practices, develop guidance for knowledge analytics, improve content management, and establish a community of practice. The project involved assessing Fifth Third Bank's current KM processes and maturity, conducting research and stakeholder interviews, and providing recommendations to enhance the bank's KM strategy, systems, and practices. The collaboration between Fifth Third Bank and Columbia University students provided benefits to both parties through bridging academic theory with practical organizational needs.
Presentation given in Vancouver on April 18th, 2012 on Social Media with Elijah van der Giessen, Koodonation and Microvolunteering with Jennifer Robertson, and Fundchange and Crowdfunding with Paul Dombowsky.
Ideavibes and Urban Resilience - Crowdsourcing for Citizen Engagement and Ope...Ideavibes | Paul Dombowsky
Ideavibes and Urban Resilience ran a workshop in Calgary to participants from the City, Public Institutions, environmental groups, etc. with a focus on helping them utilize crowdsourcing in their citizen engagement and open innovation initiatives.
This document provides an overview of crowdfunding and crowdsourcing. It defines crowdfunding as the collective cooperation, attention and trust of people who pool their money and resources via the Internet to support efforts initiated by others. Crowdsourcing is defined as when organizations seek input from open or closed communities to contribute ideas, solutions or support through an open process. The presenter discusses the types of crowdfunding, why crowdfunding has grown in popularity, who comprises "the crowd", and motivations for seeking crowdfunding. Examples of crowdfunding opportunities are also mentioned.
Mkt1019 characteristics of the social entrepreneur 1Tim Curtis
Social entrepreneurship involves using entrepreneurial approaches to create social value through innovative solutions to social problems. Social entrepreneurs are change agents who pursue new opportunities to fulfill their mission of social impact through initiatives like microfinance that provide small loans to the world's poorest people. The rise of social entrepreneurship is driven by trends like declining government involvement, a focus on self-reliance, and changes in funding opportunities for social sectors.
"Goal Setting in Social Entrepreneurship" is from the lecture session that Syed delivered during the Social Entrepreneurship Development Programme for Youth in Assam Rajiv Gandhi University of Cooperative Management, Sibsagar, Assam.
Restart+ Module 3 Placemaking a Powerful Tool for Community Regenerationcaniceconsulting
In this module, we explore placemaking as a process for community regeneration.
We focus in detail on the four main types of placemaking and hone in on how each one works. We look at some great real life applications of these in communities.
In the final section, we provide you with a pack of useful exercises and templates to help you start using placemaking in the planning of your new regeneration project/s!
Presenting at Startup Edmonton for Make Something Edmonton, SiG National Executive Director, Tim Draimin, explores "Making Change Through Social Innovation" - introducing what social innovation is, why it is important, and the opportunity for Alberta to become a social innovation leader.
Five Stages of Social EntrepreneurshipYutakaTanabe
The document summarizes a presentation on defining five stages of social entrepreneurship: (1) opportunity, (2) individualized activity, (3) organized activity, (4) socialized activity, and (5) sustainability. It uses the example of Teach for America to illustrate how a social enterprise can progress through these stages, expanding its social mission from the work of an individual founder to having societal impact through policy change. The presentation draws on literature from entrepreneurship and non-profit management to develop this framework for understanding the development of social entrepreneurship.
The document discusses crowdsourcing and citizen engagement. It provides examples of how governments and organizations can use crowdsourcing to tap into people's knowledge and generate new ideas. Some key points made in the document include:
- Crowdsourcing allows organizations to seek input from both experts and the general public to contribute ideas and solutions.
- Different levels of engagement are discussed, from simply informing citizens to more advanced collaboration.
- Examples are given of citizen engagement programs run by New York City, San Francisco, and the City of Ottawa that utilized crowdsourcing.
- Both the benefits and potential pitfalls of crowdsourcing for citizen engagement are outlined.
This document discusses social innovation in China. It explores buzzwords around social innovation, questions people have about social innovation and social business, quotations from leaders of NGOs on the nature of innovation. It profiles an example social innovation project called Buy42 for online recycling of beauty products. It also outlines the Shanghai Social Innovation Incubator and innovation awards for non-profits. In concluding, it notes the character of social innovation in China is focused on generating ideas to address social problems, while the ecosystem is still developing, and there is a critical role for the second sector to play between civil society and social innovation.
Greg Horowitt, Act I (Global Innovation Summit 2012)innosummit
The document discusses strategies for developing a thriving innovation ecosystem or "rainforest" beyond traditional tech hubs like Silicon Valley. It advocates for an approach of learning and adapting rather than predicting and repeating, and managing risks rather than eliminating them. Key elements identified for building roots of an innovation ecosystem include enlightened government policies, dismantling hierarchies to encourage knowledge sharing, engaged private sector participation, responsive workforce development, and porous university-industry collaboration. The document also presents a "Rainforest Canvas" tool for sequencing a region's innovation genome by mapping out key stakeholders and the interactions between ideas, talent, capital, and opportunities.
This document discusses crowdsourcing and citizen engagement. It provides definitions of crowdsourcing as seeking input from communities to generate ideas and solutions. Examples are given of citizen engagement programs in New York City, San Francisco, and Ottawa that utilized crowdsourcing to generate ideas from citizens. The benefits of crowdsourcing include surfacing new perspectives and empowering citizens. Challenges that can arise include lack of follow through and narrow results from limited crowds.
Social Entrepreneurship & Measuring Social Impact: 101Dr. Catherine Lada
Social entrepreneurship aims to solve complex social problems through sustainable business models. It differs from traditional non-profits and businesses in pursuing a double bottom line of social impact and financial sustainability. Social entrepreneurs must understand the embedded context and ecosystem in which problems exist to develop effective solutions. "Wicked problems" are especially difficult to solve because they are situated within complex social systems. Truly addressing wicked problems requires considering all relevant actors and implementing coordinated multi-level solutions. Scaling solutions also requires understanding how approaches must be adapted to different environments and contexts. While measuring social impact is challenging, frameworks provide guidance on assessing evidence of impact at preliminary, moderate, and strong levels.
Collaborative Innovation: The State of EngagementDan Keldsen
The ultimate benefits of Collaborative Innovation are when Collaborative Innovation is applied at a strategic level - but are you using the tactics to make the most of Collaborative Innovation?
Last quarter the Collaborative Innovation Team surveyed over 200 thought leaders in multiple functional roles from large and small organizations distributed worldwide. The results offer some fascinating insights into the ways that collaborative innovation is and isn’t being implemented in businesses today.
With only 15% of respondents stating their organization is "very effective" at Collaborative Innovation, and a mere 35% who believe Collaborative Innovation ranks up with the core capabilities of business such as R&D, Operations, Marketing and more - we’re certainly not all masters of this space just yet.
Call it Collaborative Innovation, Enterprise 2.0, Open Innovation, Innovation Management, Hyper-Social Innovation or Social Business... are you doing it? Doing it well? Find out what we've uncovered in this sneak preview of the upcoming ebook on our research results from late 2011 to early 2012.
This document discusses communities of practice and how they evolve through different lifecycles. It begins by providing background on communities of practice and how they were first observed among groups of technicians sharing expertise. The document then discusses the emerging paradigm of communities having lifecycles that include planning, initiating, launching, driving toward self-sufficiency. Barriers to their evolution like lost momentum are also examined, along with tips for reversing trends like providing resources and recognizing contributions. The document presents two case studies, one of a community in an Italian bank and another of a virtual online community, to illustrate successful communities. Mantras for structuring and sustaining communities through variety and breaking monotony are also shared.
The document discusses the framework and key mindsets of frugal innovation explored during P&G's journey in India. It outlines sessions held on the first day which focused on understanding consumers, creating markets rather than serving gaps, prioritizing social impact over financial returns, and generating ecosystems of solutions rather than standalone products. The framework aims to shift perspectives from "at" the bottom to "for" the bottom by internalizing mindsets like unique needs discovery and understanding versus profiling customers.
The document discusses challenges related to sanitation in India and how human-centered design was applied to help address these challenges. It summarizes a project called Project Sammaan that designed and planned to build improved sanitation facilities in Indian cities to benefit over 60,000 people. The human-centered design process involved in-depth research through observations and conversations to develop insights into sanitation behaviors and needs. From these insights, scenarios and innovations were developed for facility design, communications, operations and business models. The project faced implementation challenges but its research contributed to policy changes and guidelines.
The document discusses a capstone project completed by Columbia University students for Fifth Third Bank to benchmark the bank's knowledge management practices, develop guidance for knowledge analytics, improve content management, and establish a community of practice. The project involved assessing Fifth Third Bank's current KM processes and maturity, conducting research and stakeholder interviews, and providing recommendations to enhance the bank's KM strategy, systems, and practices. The collaboration between Fifth Third Bank and Columbia University students provided benefits to both parties through bridging academic theory with practical organizational needs.
Presentation given in Vancouver on April 18th, 2012 on Social Media with Elijah van der Giessen, Koodonation and Microvolunteering with Jennifer Robertson, and Fundchange and Crowdfunding with Paul Dombowsky.
Michaela Cosijn & Jen Kelly facilitated 2 days of training on
the nature of innovation as a wider process than research
that innovation takes different forms; different ways of organizing innovation each with its own set of tools; the rationale for using multi-stakeholder platforms for innovation, including innovation platforms; how & when to use innovation platforms, including what works well and typical challenges; the important of considering MEL during Project Design; the range of tools used for different aspects of monitoring evaluation and learning.
how to develop the activities, output, outcome, impact logic of projects; and how to select relevant tools for different MEL tasks
on innovation for/in public sector in Africamlepage
This document discusses innovation in the public sector in Africa. It begins by defining innovation as introducing new practices, processes, products or relationships to achieve specific objectives. The document outlines different types of innovation including at the service and policy levels. It notes some drivers of innovation include political push, competitive pressures, and new technologies. The document also discusses challenges to innovation in the public sector like size, risk aversion, and lack of resources. It provides recommendations to overcome barriers such as encouraging learning, entrepreneurship, and stakeholder involvement. The document aims to provide guidance on how the public sector can better support innovation.
Coaching Material about innovation processes - part 1.pdfBrodoto
This document introduces coaching material about social innovation processes. It aims to define key terminology around social innovation and provide examples of where social innovations emerge. The objectives are to introduce basic definitions, showcase regional social innovation examples, and provide a framework for understanding the importance and impact of social innovations. Learning outcomes include being able to use social innovation terminology, recognize and evaluate social innovations, and understand the multidisciplinary nature and factors that influence social innovations.
The document discusses measuring the impact of social innovation. It makes three key points:
1. Measuring the impact of social innovation is challenging due to its complex, long-term nature and dependence on social contexts.
2. Universities should better support the evaluation of social innovation through monitoring inputs/outputs, using relevant indicators, and developing new evaluation models like developmental evaluation.
3. Networks like OLTIS, CLT, and RQIS in Quebec help catalyze social innovation and support its evaluation through knowledge transfer between researchers and communities.
The document discusses innovation in the public sector based on findings from the PUBLIN project. It defines innovation as new practices, processes, products, or organizational relationships introduced with a specific objective in mind. The document outlines types and drivers of innovation, as well as common barriers such as risk aversion, professional resistance, and lack of resources. It provides recommendations to promote innovation through learning and networking, entrepreneurship, combating institutional barriers, stakeholder engagement, and developing a holistic innovation policy.
This document outlines six steps for utilizing a stakeholder framework to manage business ethics and social responsibility: 1) Assessing corporate culture, 2) Identifying stakeholder groups and issues, 3) Assessing organizational commitment, 4) Identifying resources and priorities, 5) Gaining stakeholder feedback, and 6) Developing ideas from that feedback. It provides details on each step, including how to uncover subcultures, integrate risk assessments, and periodically conduct deep dives into corporate culture.
Social Innovation Workshop: How Can We Scale Land Based Social Enterprise?Shared Assets
Building on our research into social innovation and scaling, this slideshow presents a research outline, case studies, research themes and key concepts those working or interested in land based social enterprise.
Better Healthcare Through Community and Stakeholder Engagement, 2015 Webinar ...Paul Gallant
"An enjoyable presentation, well-delivered with excellent insight into community and stakeholder engagement strategies. Terry Dyni - July 23, 2015" on the webinar version. This version is my complete slide deck from a live webinar presentation requested by the Conference Board of Canada. April, 2015. Thanks for your interest in Better Healthcare Through Community and Stakeholder Engagement.
Compliments of Paul W. Gallant, CHE, GALLANT HEALTHWORKS & Associates (GHWA), Vancouver, BC, Canada. PS See the last slide for contact details or to arrange customized training/facilitation or advice on your organizational needs.
Systems approach to university research chairs pre proposal workshop-mb [comp...The Scinnovent Centre
This document summarizes Maurice Bolo's presentation on applying systems approaches to university research chairs programmes in Kenya. The presentation outlines that the context for science is changing from a linear "Mode 1" approach to a more interactive "Mode 2" approach. It emphasizes that research should be participatory and avoid isolated "ivory tower" work. It also discusses how Kenya can enhance its competitiveness through research chairs by improving its research environment and infrastructure, training, innovation, and skilled workforce. The presentation recommends organizational, methodological, and personal changes to adopt a systems approach - including participatory problem-solving, multi-disciplinary teams, and interactive learning. It closes by discussing applying these approaches to agri-biotech and health innovation systems
The document discusses using research to promote the UN's Sustainable Development Goals (SDGs). It provides an overview of projects conducted by Dr. Ebele Mogo to apply research on Canadian children with disabilities. These include rapid reviews and policy dialogues in British Columbia to identify priority areas and engage stakeholders. Other projects include a scoping review on interventions for childhood disability and a systematic review on inclusive leisure participation. The document reflects on challenges in bridging research and the SDGs and fostering ecosystems for knowledge co-production to drive action.
Slides from NHS Citizen Research Workshop convened on the 7th of April 2015 at the University of Westminster to discuss the Research Hub, a brand new element of the NHS Citizen design intended to support wider research and knowledge sharing.
The aim of the workshop was to explore possible research questions and projects and this presentation introduces what NHS Citizen research might look like in its different forms.
Jordi Molas Gallart-La empresa y las políticas de innovación transformadorasFundación Ramón Areces
El 25 de abril de 2017 organizamos en la Fundación Ramón Areces una mesa redonda sobre 'La empresa y las políticas de innovación transformadoras'. En este foro participaron, entre otros, Totti Konnola, CEO de Insight Foresight Institute; Luis Fernando Álvarez-Gascón Pérez, Director General GMV secure eSolutions; y Francisco Marín, Director General del CDTI. Esta actividad se celebró en colaboración con el Grupo de Investigación en Economía y Política de la Innovación de la Universidad Complutense de Madrid (GRINEI-UCM) y el Foro de Empresas Innovadoras (FEI).
This document outlines a case study examining the role of social entrepreneurship in empowering women in Ethiopia. It analyzes three social enterprises - Temsalet Kitchen, Timret Lehiwot, and Teki Paper Bags. These social enterprises provide innovative business models, unique services, and efforts to empower women through job creation, skills training, and access to resources. However, they face challenges like a lack of legal framework and understanding of social enterprises in Ethiopia. The document recommends improving policies and awareness to better support and incubate the growth of social entrepreneurship.
1) The document outlines key components to include in an impact framework for assessing ICT-enabled social innovation initiatives, including ICT, personal social services, social innovation, social investment, and impact assessment.
2) It discusses recognized measurement methodologies involving setting goals, developing a framework, selecting metrics, and undertaking analysis. Theories of change are commonly used.
3) Stakeholders in impact measurement are identified as impact creators, funders, beneficiaries and recipients, each with different perspectives.
4) Existing good practice frameworks address measuring social impact generally as well as specific areas like ICT and social innovation. Guidelines emphasize qualitative and quantitative approaches.
This document provides an overview of a 13-week course on preparing to work in the community services sector. It discusses key topics like the different types of organizations in the sector, target groups, models of service delivery, careers, values and philosophies, legislation, and teamwork. The document recaps weeks 2-12 and outlines the content and activities planned for week 13, which focuses on working in a team.
Innovation Platforms for increasing impact of research in Mozambique & IndiaFood_Systems_Innovation
Michaela Cosijn (CSIRO) presentation to the 'John Dillon Fellows' Workshop in Canberra in March 2015 & the 'Australian Award Fellowship' in Sydney in May 2015 on how successful collaborations and partnerships using innovation platforms can increase the impact of research.
This document discusses agricultural innovation systems and their importance. It defines an agricultural innovation system as a collaborative arrangement bringing together several organizations working toward technological, managerial, organizational, and institutional change in agriculture. An innovation system has three main elements: organizations and individuals, interactive learning, and institutions. It also discusses different models of stimulating innovation, challenges in the agricultural sector, and the role of innovation platforms in facilitating collaboration and problem solving among stakeholders to drive agricultural innovation.
Similar to Processes of social innovation in mutual organisations: the case of social enterprise spin outs from the public sector (20)
The document discusses the new roles of designers in democratic innovation for aging populations. It notes that designers can help with product, market, political, and cultural innovation. The document outlines three new roles for designers: 1) revealing possible solutions, 2) reimagining everyday life, and 3) creating social innovation through exploring social design practices. Finally, it discusses how social design can contribute to democratic innovation and provides a website for further information.
This document summarizes findings from a transnational study of social innovations that support social cohesion. It identifies recurrent patterns in social innovations that could inform public welfare policies, including investing in capabilities rather than deficits, open approaches to avoid stigma, and personalized bundles of support. It also discusses innovations in regulations, governance, financing, and conceptualizing welfare systems. The document concludes by noting a gap between welfare reform discourses and discussions of social innovations, and argues that innovations should help prepare and test reforms through pilot programs rather than impose standardized solutions.
This document outlines barriers and incentives for social innovation in Colombia and recommends steps to develop a public policy in this area. It describes Colombia's development challenges and how social innovation can complement traditional strategies. A methodology is proposed that includes case studies, a national social innovation node, and identifying challenges, experimentation phases, sustaining phases, and scaling phases. Key barriers identified include lack of funding for pilots, weak coordination, and lack of business models and management skills. Incentives include coordination networks, financial resources, citizen participation, and knowledge management. Recommendations are made regarding the institutional framework, cultural dynamics, knowledge management, and support services to strengthen Colombia's social innovation ecosystem.
This document discusses social innovation in Egypt through the story of Sekem. Sekem was founded in 1977 with the vision of holistic and sustainable development. It established organizations focused on biodynamic agriculture, education for sustainable development, and community development. Sekem's work shows the six stages of social innovation - identifying a societal challenge, developing new solutions, establishing an organization, scaling up impact, influencing mainstream policy, and achieving financial sustainability.
This document summarizes a study that aims to position social innovation as an economic opportunity for sustainable local and regional development. It presents a typology with elements of social relations and social needs, including diverse economic agents and processes and social market dimensions. The typology is informed by user input from public sector officers and residents/enterprises connected to a particular place, to assist in opening up discussion and positioning of social innovation concepts.
This document discusses social innovation and redesigning the "welfare diamond" to address societal challenges. It defines social innovation as generating, experimenting with, and applying new practices to address societal challenges in a way that is social in both means and ends. The focus on "new" or innovative responses is because the challenges themselves, such as new social relations and risks, are novel. Social innovation aims to contribute to social development and limit exclusion by improving the "market corner" of the welfare diamond - which depicts the relationship between the state, market, family, and community - through supporting social entrepreneurship and improving financing for social innovations while involving multiple actors. However, social investments and a balanced welfare mix supporting all corners of
The WILCO Project is a large, international research project studying social innovation at the local level across 10 European countries from 2010-2014. It is funded by the European Commission and coordinated by Radboud University Nijmegen. The project uses mixed methods including interviews and data analysis to understand patterns of social inequality in cities, identify innovative programs, and link innovations to their local contexts. The research aims to provide policy recommendations but acknowledges challenges in translating results to specific local conditions and engaging local policymakers and professionals.
The document discusses a relational database being created by CRISES (Center for Research on Social Innovations) to analyze over 500 case studies of social innovations in Quebec. It outlines how the database will allow quantitative analyses like longitudinal, transversal, and spatiotemporal profiles to better understand how social innovations lead to social transformation. Examples shown include analyzing the institutionalization of daycares over time or networks of innovations developing across different regions.
This document summarizes a presentation on self-building housing projects in Italy during times of economic crisis. It discusses two case studies of self-building projects in Casalmaggiore and Paderno Dugnano and aims to determine the extent to which these projects represent innovative housing practices and how institutional support impacts their emergence and sustainability. The presentation reviews Italy's housing challenges, the history and theoretical framework of self-building, challenges faced by existing self-building projects in Lombardy, and preliminary conclusions that self-building has potential but requires more institutionalization to be a viable solution and not just an innovative instrument.
This document discusses enhancing innovation in the public sector. It argues that while public innovation has often been seen as an oxymoron, there is now a growing focus on innovation in public organizations and services to meet social needs. The challenges include "wicked problems" and rising expectations with limited resources. The document advocates for turning public innovation into a permanent, systematic activity through collaborative innovation across organizational boundaries. It also stresses the importance of innovation management and developing a public sector culture that supports experimentation, collaboration, and boundary-spanning to enhance innovation.
More from Social Frontiers: The Next Edge of Social Innovation Research (11)
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Processes of social innovation in mutual organisations: the case of social enterprise spin outs from the public sector
1. Processes of social innovation in mutual
organisations: the case of social enterprise
spin-outs from the public sector
Fergus Lyon, Ian Vickers, Leandro Sepulveda,
with Caitlin McMullin, Dan Gregory
Centre for Enterprise and Economic Development Research
1
2. Introduction
• Mutual spin-outs from the public sector – new spaces
for social innovation in public services
• Policy support for social enterprise spin-outs in England
• Aims and research questions:
– What types of innovations are being developed and
introduced?
– What are the processes of innovation involved within the
new organisations?
– What are the key external influences and sources of
support?
2
3. Conceptualising social innovation
• Our definition: “the process and outcomes of designing,
developing and introducing novel responses to social needs
with the objective of collective or public benefits, rather than
private profit”.
• Degrees of novelty: completely original, new to a market/area
or new to an organisation
• Processes of innovation and systems perspectives –
importance of multiple actors and relationships (e.g. Bessant
and Tidd 2007; Fagerberg et al. 2005)
3
4. Insights from innovation theory
• Organisational strategy + cultures, values and routines (e.g.
Bessant and Tidd 2007; Greenhalgh 2008).
• Competences and dynamic capabilities - individual and group
(e.g. Eisenhardt & Martin 2000; Vickers and Lyon 2012).
• Risk taking or aversion - organisational climate and public
sector as ‘innovation stifling’ ? (Sorenson and Torfing 2012;
Vigoda-Gadot et al. 2005; Windrum and Koch 2008).
• ‘Open innovation’ and ‘co-production’ - interaction between
developers, users + others (Gallouj & Weinstein 1997;
Leadbeater 2007; Mulgan 2006; Parker and Parker 2007).
4
5. Insights from innovation theory
• Organisational strategy + cultures, values and routines (e.g.
Bessant and Tidd 2007; Greenhalgh 2008).
• Competences and dynamic capabilities - individual and group
(e.g. Eisenhardt & Martin 2000; Vickers and Lyon 2012).
• Risk taking or aversion - organisational climate and public
sector as ‘innovation stifling’ ? (Sorenson and Torfing 2012;
Vigoda-Gadot et al. 2005; Windrum and Koch 2008).
• ‘Open innovation’ and ‘co-production’ - interaction between
developers, users + others (Gallouj & Weinstein 1997;
Leadbeater 2007; Mulgan 2006; Parker and Parker 2007).
5
6. Methodology
• 25 case studies of social enterprise (SE) mutuals
in health and social care
• 5 cases in leisure services
• 8 cases examined in detail for this paper
• Interviews/focus groups with:
–
–
–
–
–
chief executives
senior managers
key staff
service users
key external stakeholders (commissioners, partner
orgs, TUs etc)
6
7. Findings
Types of innovation
• Organisational - new forms to facilitate democratic
governance, decision making and involvement of staff/users
• New treatments and therapeutic work integration – driven
by broader conception of health and well-being + more
efficient use of resources
• Outreach - new ways of communicating health and well-being
messages and services within communities and for particular
demographic groups
• Redesign of pre-existing services + other incremental
improvements to org. systems/ processes.
7
8. Strategy, culture and engagement
• Entrepreneurial leaders and an ‘open climate’
• Innovation from both formal R&D and
learning within everyday practices
• Spinning out giving freedom
– Opportunities for greater staff involvement
“…as shareholders, we’ve actually got a say in what
happens.” (Exec PA )
– Although challenges of engaging staff as
shareholders
8
9. Capabilities and competences
• Entrepreneurial capabilities while in the public
sector – mavericks and disruptors:
“[Our pre-spin-out innovative service] existed
because we didn't ask permission. All the best
things I've ever done in the health service, we've
done under the radar […]. We haven't explicitly
looked for permission.” (CEO Case 6)
• Senior managers enabling staff and users to
introduce new ideas
• Bringing ‘new blood’ – from outside the public
sector and third sector
9
10. Creating spaces for experimentation,
learning and risk
• Social innovation mechanisms – awards, ideas
boxes, reviews of all services
• Organisational cultures that allow spaces for
experimentation and risk
• Concept of risk different in social enterprise:
“The NHS tends to be overly secure for all sorts of right
reasons….. The initial response from our IT provider
which is the NHS said, ‘You can't do that.’… And we
were like, ‘Let's just do it and see what happens’. […]
So it was a cultural change that you need to do to
change them to say, ‘I can take a risk and do
something differently.’” (CEO Case 3)
10
11. Engaging users and other stakeholders
• Greater responsiveness to user needs + more
active participation in some cases
– One case where board of Adult Care service
provider entirely composed of users with
disabilities - “experts by experience”
• Partnership working and open learning –
mainly with public and third sector
• Some developing new links with private sector
companies
11
12. Funding and resourcing innovation
• Organisations’ own reserves or surpluses
• External fund raising – donations and grants
• Working with commissioners of public services:
– Driven by their interests, particularly cost-cutting
– Some cautious and risk averse
– Others wanting to fund pilots and develop an
evidence base
– Greater involvement when continuity of
commissioner and when less financial pressure
12
13. Conclusions
• Innovation faster and easier than in public sector
but some of most innovative elements developed
while in the public sector
• New processes of innovation shaped by:
–
–
–
–
Pre-existing routines and communities of practice
Greater staff/user engagement and ‘new blood’
Public service commissioners and competitive markets
Tension between co-operation/sharing ideas and
protecting IP in a competitive market
– Other actors (public/third/private sector) - emerging
new ‘ecosystems of innovation’?
13
Are these mutuals doing more of different types of innovation?How does the mutual organisational form shape innovation?
Recent work on ‘open source’ methods, techniques and on co-production (von Hippel, 2005) highlights the advantages of innovation efforts that are characterised by close interaction between developers, users and other actors. Work on services (including in the public sector) and on social innovation has also focused on the relationship with customers (or clients/citizens) as an essential part of the innovation process (Chew and Lyon, 2012; Gallouj and Weinstein, 1997; Leadbeater, 2007; Mulgan, 2006; Parker and Parker, 2007; Osborne et. al, 2008; Simmons et al., 2006, 2007; Westall, 2007).
Recent work on ‘open source’ methods, techniques and on co-production (von Hippel, 2005) highlights the advantages of innovation efforts that are characterised by close interaction between developers, users and other actors. Work on services (including in the public sector) and on social innovation has also focused on the relationship with customers (or clients/citizens) as an essential part of the innovation process (Chew and Lyon, 2012; Gallouj and Weinstein, 1997; Leadbeater, 2007; Mulgan, 2006; Parker and Parker, 2007; Osborne et. al, 2008; Simmons et al., 2006, 2007; Westall, 2007).
Early findings – focus on 8 case studiesQuota sample procedures to ensure representation from different types of organisations and sectors:different subsectors within health and social care and a comparator sector of leisure services; size; location; and length of time since organisation spun out. Organisations also sampled in relation to the different types of innovation - as perceived by key informants etcYear established – 64% during 2011-12; 32% before 2011 (sample)Employee size – ranging from v small (7) up to 1500 (mean: 519 (db); 558 (sample))Turnover - mean: £21.8m (db); £18.8m (sample)