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SI LIVE Incubation Session - Nesta Presentation (TRANSITION)
- 1. TRANSITION What we’velearned so far… Madeleine Gabriel and Sophie Reynolds Nesta @mad_gabes @sophsasophist
- 2. Our journey sofar Transnational Social innovations supported Common support framework ‘Spark’ sessions Social innovations supported We are here! Mid-term event ‘Spark’ sessions Project end Project start Startups Lab
- 3. Lines of enquiry Effectiveness of incubation Social innovation journeys Interaction with context TRANSITION methodology
- 4. Support for scalingup Scaling: “increasing the impact a social innovation produces to better match the magnitude of the social need or problem it seeks to address.” CASE at Duke University • Progress in stage of development • Organisational capacity, resources, strength • Social impact • Reach – geographical, numbers of people
- 5. Stage of development 5% 3% 30% 22% 37% None of these apply 4% The Innovation Spiral: Young Foundation and Nesta, 2010
- 6. Geographical scale 35% 30% 25% 20% 15% 10% 5% 0%
- 7. Support sought Topsix types of support sought 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Connections to investors/funders Measuring social impact Awareness creation and credibility Meeting social innovators Network development Access to finance / securing funding
- 8. Next steps •In-depth interviews with social innovators • Follow-up survey of all social innovators supported • Analysis and interpretation of data with partners
Editor's Notes
- #5 I thought it would be good to start by talking about the journeys of social innovations as understanding this will underpin all the other analyses we do – for example, when we are looking at the effectiveness of incubation we will want to know what the starting point was for SIs and where they get to over time. We also know from initial conversations with partners that there’s a lot of interest in the concept of journeys and some partners e.g. POLIMI have done a lot of work on this. The idea of a ‘journey’ is essentially our framework for evaluation – this concept that SIs progress from inspiration (or prompt) through to widespread operation or scaling underpins how we think about success for incubation. We thought it would be worth focusing first on the idea of scaling and being clear what we mean. TRANSITION has a stated focus on scaling, but many of the innovations we support will be at an early stage. If we understand scaling as increasing impact so that it better matches the social problem, then we can see that all stages of the spiral are part of the process in scaling. Common Curriculum talks about hyper-local, local, national, international scaling. Having said this, we need to acknowledge that scaling is commonly thought of as a defined stage that applies to SIs that have already been through prototyping and have (or are developing) a strong business model. So our proposal is to use the innovation spiral as the basis for how we talk about SIs’ progress. We can explore SIs move through the stages of the spiral, how they start to grow their impact over time and what this might mean for their prospects to scale up further. We will include indicators that tell us about movement through stages of developing an SI (e.g. developing a prototype) and those that are conventionally used to talk about scale (size) of organisation and of impact.
- #6 Source: Self-reported data from TRANSITION application forms, ‘Innovation Spiral’ model developed by The Young Foundation and Nesta, 2010 Reflections and learning: stage of development Those who were trying actively to scale up in fact often had to completely re-think their business model in order to scale, so this might in fact take them back to ‘prototypes’ or ‘sustaining’. Some social innovators might have been working on several stages of development simultaneously.
- #7 Reflections and learning: geographical scale Geographical scale isn’t a very helpful concept for all social innovations – for example those operating through online models. International scale doesn’t always mean innovations have replicated across borders – it could reflect the business model of the innovating organisations. For example, Lygo (supported by PRE) is a fair trade company based in France, with suppliers/beneficiaries in other countries.
- #9 I thought it would be good to start by talking about the journeys of social innovations as understanding this will underpin all the other analyses we do – for example, when we are looking at the effectiveness of incubation we will want to know what the starting point was for SIs and where they get to over time. We also know from initial conversations with partners that there’s a lot of interest in the concept of journeys and some partners e.g. POLIMI have done a lot of work on this. The idea of a ‘journey’ is essentially our framework for evaluation – this concept that SIs progress from inspiration (or prompt) through to widespread operation or scaling underpins how we think about success for incubation. We thought it would be worth focusing first on the idea of scaling and being clear what we mean. TRANSITION has a stated focus on scaling, but many of the innovations we support will be at an early stage. If we understand scaling as increasing impact so that it better matches the social problem, then we can see that all stages of the spiral are part of the process in scaling. Common Curriculum talks about hyper-local, local, national, international scaling. Having said this, we need to acknowledge that scaling is commonly thought of as a defined stage that applies to SIs that have already been through prototyping and have (or are developing) a strong business model. So our proposal is to use the innovation spiral as the basis for how we talk about SIs’ progress. We can explore SIs move through the stages of the spiral, how they start to grow their impact over time and what this might mean for their prospects to scale up further. We will include indicators that tell us about movement through stages of developing an SI (e.g. developing a prototype) and those that are conventionally used to talk about scale (size) of organisation and of impact.