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COACHING MATERIAL FOR SOCIAL ENTREPRENEURS
COACHING MATERIAL ABOUT INNOVATION
CE RESPONSIBLE - ikosom – Karsten Wenzlaff & Wolfgang Gumpelmaier-Mach
TAKING COOPERATION FORWARD 2
COACHING MATERIAL ABOUT INNOVATION
PROCESS - overview
Material Description:
Introduction to the field of social
innovation that covers areas such
as defining the context for social
innovation, overview of basic terminology characteristics and
patterns of social innovation. Material introduces participant of
coaching’s with the concept of social innovation ecosystem and
sets grounds for understanding social innovation as a cross
sectoral and multi-disciplinary theme.
TAKING COOPERATION FORWARD 3
COACHING MATERIAL ABOUT INNOVATION
PROCESS - overview
Material Objectives: Objective is to introduce a training participant
with basic definitions and terminology in social innovation, to
showcase regional examples and context in which social innovation
emerges as well as to give fundamental framework for understanding
the importance of social innovation through different socio-economic
sectors, as well as impact of social innovations on individuals and the
community.
Learning Outcomes: By the end of coaching sessions based on this
material participants will be able to successfully use the terminology
and to independently recognize and evaluate social innovation as well
as its impact on the social environment in which it occurs. Will be able
to understand multidisciplinary character of the topic, identify and
explain factors that influence the creation of opportunities for social
innovations and social-entrepreneurial endeavours.
TAKING COOPERATION FORWARD 4
COACHING MATERIAL ABOUT INNOVATION
PROCESS - overview
Part 1: Innovation. Introduction, general definitions.
Innovation Taxonomy - How to categorize innovation
Social innovation
Part 2. Tools and approaches for development and
support of social innovation.
How to introduce and implement a social innovation?
Part 3. Financing possibilities for supporting social
innovation
TAKING COOPERATION FORWARD 5
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Innovation goes far beyond R&D
It goes far beyond the confines of research labs to users, suppliers and consumers
everywhere – in government, business and non-profit organizations, across borders,
across sectors, and across institutions.
The Oslo Manual for measuring innovation defines four types of innovation:
product innovation, process innovation, marketing innovation and organizational
innovation.
How to categorize innovation?
The term innovation is very versatile and is frequently inflated. A clear definition of the
term is important for a clear, common understanding in companies. To this end, there
are various types of innovation with regard to the object of innovation and the degree
of innovation. This knowledge of classification is necessary for innovation management.
Part 1: Innovation.
Introduction, general definitions.
TAKING COOPERATION FORWARD 6
COACHING MATERIAL ABOUT INNOVATION
PROCESS
WHAT IS SOCIAL INNOVATION?
Defining Social Innovation
‘Social innovation is the process of developing and deploying
effective solutions to challenging and often systemic social and
environmental issues in support of social progress.
Social innovation is not the prerogative or privilege of any
organizational form or legal structure. Solutions often require
the active collaboration of constituents across government,
business, and the non-profit world.’ —Soule, Malhotra, Clavier.
TAKING COOPERATION FORWARD 7
COACHING MATERIAL ABOUT INNOVATION
PROCESS
When does social innovation occurs:
Social innovations often emerge in :
1. fields where problems are intensifying (from diversity to
conflict, to climate change and mental illness),
2. in fields where existing models are failing or stagnant (from
traditional electoral democracy to criminal justice)
3. In fields where new possibilities are not being adequately
exploited (e.g. Mobile technologies and open source methods)
There are many social challenges (political, technological and
economic changes) that existing structures, policies and
institutions have failed to address.
TAKING COOPERATION FORWARD 8
COACHING MATERIAL ABOUT INNOVATION
PROCESS
SUMMARY
• There is no final and ideal definition of social innovation.
• Social innovation is transformative.
• Social innovation has a distinctive character (from
technology to culture and values).
• Due to complexity of issues social innovation is not ˝one
size fits all˝ - there is no single valid model for all types
of social innovation.
TAKING COOPERATION FORWARD 9
COACHING MATERIAL ABOUT INNOVATION
PROCESS
How CAN YOU introduce and implement a social innovation?
• Frame the question
• Diagnose problems
• Participatory methods - user driven approach – participatory
methods from urbaninno toolbox
• Open innovation – what’s that, how to use it.
• Participation/ Facilitating participation – platform, tools,
examples
• Prototype and pilot projects
Part 2. Tools and approaches for development
and support of social innovation.
TAKING COOPERATION FORWARD 10
COACHING MATERIAL ABOUT INNOVATION
PROCESS
All innovations start with a central idea.
But the idea itself is often prompted by an experience or event or
new evidence which brings to light a social need or injustice.
Some organizations initiate the prompts themselves – using
feedback systems to identify possible problems. Creative
leaders can use symbols and demonstrations to prompt social
imagination. In many cases, research, mapping and data
collection are used to uncover problems, as a first step to
identifying solutions. One of the critical challenges at this
stage is in identifying the right problem. A ‘good’ problem
contains within it the seeds of the solution.
TAKING COOPERATION FORWARD 11
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Diagnosing problems is a first step to developing solutions. A
key challenge is to get to the underlying causes of a problem.
To a hammer every problem looks like a nail. It’s always easier
to deal with symptoms rather than causes. Some of the methods
for digging deeper involve the analysis of systems while others
involve mobilising people’s own experiences and perspectives.
The diagnostic process.
The gathering and presentation of data requires a process of
interpretation. This should ideally include those involved in the
implementation of ideas and those affected by the proposals.
Often there are conflicting interpretations, which can only be
settled by trying out the suggested alternatives in practice.
TAKING COOPERATION FORWARD 12
COACHING MATERIAL ABOUT INNOVATION
PROCESS
WHAT IS CO-DESIGN?
There is much in Co-Design for creative professionals. But, what
are we talking about when we talk about Co-Creation or Co-
Design? Co-Design is a process involving end-users, customers
and other relevant stakeholders in the design process to ensure
the outcome meets their needs.
It is based on four steps:
• engage,
• understand
• ideate
• validate.
TAKING COOPERATION FORWARD 13
COACHING MATERIAL ABOUT INNOVATION
PROCESS
This approach goes beyond consultation. Instead, all stakeholders
affected by or attempting to resolve a particular challenge build and
deepen equal cooperation. A key tenet of co-design is that users, as
‚experts‘ of their own experience, become central to the design
process.
A co-creation process can enable organizations/ projects to:
• find a connection between groups that would normally not
collaborate;
• raise awareness and sensitivity towards important issues with certain
groups/individuals
• create a safe space for sharing
• create a common understanding
• empower minority perspectives
Link: http://www.cocreate.training/
TAKING COOPERATION FORWARD 14
COACHING MATERIAL ABOUT INNOVATION
PROCESS
You can use a simple approach how to use participatory process and
easily go though it basing on steps and guidelines from TOOLBOX OF
SMART PARTICIPATORY METHODS & TOOLS, created in frame of
URBANINNO project, funded from Interreg Central Europe
A toolbox of Smart urban innovation participatory methods & tools is
a unique tool that will help you engage end-users (citizens,
consumers) into urban innovation process (developing urban
development strategies, smart urban solutions, services or
technologies).
TAKING COOPERATION FORWARD 15
COACHING MATERIAL ABOUT INNOVATION
PROCESS
WHO IS IT FOR?
The toolbox is designed for advanced users, which means that you need
at least some basic experience with participatory processes (like
participatory workshops). In case you don’t have that, you can find a
list of experts for moderating and facilitating the participatory process
in your language.
HOW TO USE IT?
Toolbox will guide you through the planning of participatory process
step-by-step, so the best way is to follow it through starting at step
one.
TAKING COOPERATION FORWARD 16
COACHING MATERIAL ABOUT INNOVATION
PROCESS
HOW TO PLAN PROCESS
Step 1: Defining a problem & objectives
Defining a challenge and objectives of the process is crucial for the
success of the collaboration with end-users. You might review your
definition of the problem or objectives after first interaction with
target groups to make it clearer.
Step 2: Building relationships
Building relationships is the first step, and is revisited for subsequent
events in this continuous and ongoing process. It shows combinations
of ICT tools and steps to be taken for reaching out and starting the
first interactions with the target group.
Step 3: Invitations
Describing combinations of ICT tools for sharing and signing up to
invitations of your interactive event.
TAKING COOPERATION FORWARD 17
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Step 4: Starting interactions
Engage stakeholders before the event by interacting with them,
giving them opportunities to give input leading up to the event.
Step 5: Participatory methods
Different participatory methods you can use at physical meetings
with your target groups and stakeholders with some practical
tips deriving form practice.
Step 6: Documentation
Different ways of preparing and carrying out the documentation
at the event using existing technology and ICT tools.
TAKING COOPERATION FORWARD 18
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Step 7: Follow-up
Tools and checklist for getting back to participants following the
event.
Step 8: Continued Interactions
System for curating prolonged interaction of the participants from
the event based on level of engagement.
Click here for more details: https://www.user-participation.eu/
TAKING COOPERATION FORWARD 19
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Open innovation
The term open innovation means a situation where an
organization doesn’t just rely on their own internal knowledge,
sources and resources (such as their own staff or R&D for
example) for innovation (of products, services, business models,
processes etc.) but also uses multiple external sources (such as
customer feedback, published patents, competitors, external
agencies, the public etc.) to drive innovation.
Example: Calls for ideas involve asking a wide range of people to
suggest ideas for strategy, projects, experiments, grantees or
solutions to particular problems.
TAKING COOPERATION FORWARD 20
COACHING MATERIAL ABOUT INNOVATION
PROCESS
PARTICIPATION
These methods are still being experimented with, and are as
much about creating a culture of openness to ideas as they are
about generating ideas themselves.
• Platforms for engaging citizens
• Processes for involving children in generating innovations,
decision making, urban design, planning, and school
management.
• Participatory planning
• Citizen petitions and other online platforms for capturing
citizens’ ideas on a range of matters including public service
improvement.
TAKING COOPERATION FORWARD 21
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Facilitating participation
There are also a range of techniques – widely used in the developing
world – for engaging participants in more effective and meaningful
ways. Much attention is now being given to meetings to make them
more effective – sometimes with much more open processes,
sometimes with much more formal structures. Face to face meetings
remain the most important in generating commitment to innovations,
but increasingly technologies of all kinds are helping to transform
meetings, enabling people to interact verbally, visually, and through
simulations.
• Events and conferences for networking and learning
• Virtual meetings and conferences
• Webinars
• Participatory workshops
• Dialogue Café
TAKING COOPERATION FORWARD 22
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Part 3.
HOW TO FINANCE YOUR IDEA?
A wide range of financial tools can be used at these early stages: small
grants, convertible loans, to quasi equity, prizes, direct commissions,
and tendering. Some of the most useful approaches link money to
development.
• Grants and support for early ideas.
• Small grants aimed at community organizations and local groups,
usually to shape and demonstrate innovations involving volunteers
and/ or community action.
• Prizes and public challenges can be an effective means of
distributing funds and incentivizing innovation.
• Funding for incubation
• EU grants
• National or local funding
TAKING COOPERATION FORWARD 23
COACHING MATERIAL ABOUT INNOVATION
PROCESS
• Dedicated innovation funds and internal public venture
funds
• Social clauses in public contracts, for example, to promote
innovative methods for employing unemployed people, those
with disabilities or to reduce carbon footprints.
• Open forms of consultation and participation
• Participatory budgeting enables citizens to define local
priorities and allocate public money accordingly
• Public subscriptions, lotteries, and competitions provide
another source of funding for activities at one remove from the
state. In some countries (e.g. New Zealand), lotteries provide
a primary source of funding for community ventures.
TAKING COOPERATION FORWARD 24
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Grant giving
Increasingly, donors are trying to avoid some of the limitations of
traditional grant funding. Some are using prize funds to catalyse
innovations and others are treating grants more like
investments – alongside project involvement, technical support,
continuous funding, and the coverage of core costs.
• Direct funding for individuals
• Award and recognition prizes are intended to celebrate or
mark a person or organisation’s achievement. These prizes
have become increasingly popular over the last decade for
rewarding social entrepreneurs, non-profit organisations, and
others working in the field.
TAKING COOPERATION FORWARD 25
COACHING MATERIAL ABOUT INNOVATION
PROCESS
• Intermediaries who allocate grants for specific projects on
behalf of the donor, for example in the cultural sector.
• Micro R&D grants for concept development and prototyping
• Initial Public Offerings (IPOs) originally used by companies to
sell shares to the public, are now used by non-profit
organisations to secure longer-term funding with a detailed
pledge to provide a social return on the ‘investment’
• Grants as investment including tapered grant funding, public
equity, and preference shares
TAKING COOPERATION FORWARD 26
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Creating a business
Turning a good idea into something sustainable outside of the
public sector depends on a business model – a clear idea of how
it will generate a sufficient income stream that covers more
than costs. Effective supply and effective demand need to be
brought together. Effective supply means that whatever is being
provided has been shown to work and to be cost-effective.
Effective demand refers to the willingness of someone to pay
for what’s on offer, which may be a public agency or the public
themselves.
TAKING COOPERATION FORWARD 27
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Innovative business models.
They are as diverse as business models in commercial markets, ranging
from direct service provision to commissioners, through models that
create value for customers to models similar to those around the web
that share knowledge and intellectual property.
Business strategies.
The context for a business model is a business strategy about how the proposed
venture is positioned on the economic field of play. There will be key points
of control in any sector of production. In some it is retailing and distribution;
in others it is a key stage in processing; or in knowledge management systems;
or the control of a key input such as a critical site or personnel (as in sport).
Mapping a sector will suggest the points at which a new social venture has the
best chance of success, and of influencing the way the sector works.
TAKING COOPERATION FORWARD 28
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Incomes and outcomes.
There are a range of social business models that involve
recognizing the potential value of a venture’s assets and
disaggregating its activities to generate alternative income
streams. Particularly instructive for social ventures are the
lessons from the business models adopted by web companies
which, like social ventures, have an interest in maintaining free
access, while at the same time generating revenues indirectly
as the result of the response that the free service attracts.
TAKING COOPERATION FORWARD 29
COACHING MATERIAL ABOUT INNOVATION
PROCESS
Business plans.
Business models together with business strategies then need to be
turned into business plans. Although it is rare for a social
venture to be a straightforward implementation of a blueprint
(it is much more like a process of discovery and unfolding),
plans help to clarify tasks, milestones, and sequencing – for
example of investment in people, equipment and market
growth. Business plans cannot design the future, and few
survive their first encounters with reality. But they provide a
chart for a venture’s theatre of operations and demonstrate the
competence of those engaged in taking the venture forward.
Business plan assessment methods. There are many methods
that help to define business models and business plans.
TAKING COOPERATION FORWARD 30
SUMMARY
Social innovation means developing new ideas, services and
models to better address social issues. It invites input from
public and private actors, including civil society, to improve
social services.
Social innovation refers to a new way of
doing things, an innovative element in a
given context. It represents a breaking
away from the usual solutions offered and provides a creative
response to social and economic problems that cannot be solved
by the market or state. It thus improves individual and collective
well-being.
TAKING COOPERATION FORWARD 31
SUMMARY
„In today’s hyperconnected world, one country’s societal
problems can become ours. Nations are facing slow economic
growth, financial instability, political turmoil, hunger, poverty
and disease. These are all social issues that have to be
addressed, one way or the other, and such big problems
generate big business opportunities. In fact, more than 80% of
economic growth comes from innovation and application of new
knowledge”*.
TAKING COOPERATION FORWARD 32
Karsten Wenzlaff and Wolfgang
Gumpelmaimer-Mach
ikosom
CE RESPONSIBLE
+4917641601769
ce-responsible@ikosom.de
http://www.interreg-central.eu/ce-responsible
facebook.com/CE-Responsible-112985660155613/
twitter.com/CeResponsible

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Social Innovation & Open Innovation - Coaching Material for Social Entrepreneurs

  • 1. COACHING MATERIAL FOR SOCIAL ENTREPRENEURS COACHING MATERIAL ABOUT INNOVATION CE RESPONSIBLE - ikosom – Karsten Wenzlaff & Wolfgang Gumpelmaier-Mach
  • 2. TAKING COOPERATION FORWARD 2 COACHING MATERIAL ABOUT INNOVATION PROCESS - overview Material Description: Introduction to the field of social innovation that covers areas such as defining the context for social innovation, overview of basic terminology characteristics and patterns of social innovation. Material introduces participant of coaching’s with the concept of social innovation ecosystem and sets grounds for understanding social innovation as a cross sectoral and multi-disciplinary theme.
  • 3. TAKING COOPERATION FORWARD 3 COACHING MATERIAL ABOUT INNOVATION PROCESS - overview Material Objectives: Objective is to introduce a training participant with basic definitions and terminology in social innovation, to showcase regional examples and context in which social innovation emerges as well as to give fundamental framework for understanding the importance of social innovation through different socio-economic sectors, as well as impact of social innovations on individuals and the community. Learning Outcomes: By the end of coaching sessions based on this material participants will be able to successfully use the terminology and to independently recognize and evaluate social innovation as well as its impact on the social environment in which it occurs. Will be able to understand multidisciplinary character of the topic, identify and explain factors that influence the creation of opportunities for social innovations and social-entrepreneurial endeavours.
  • 4. TAKING COOPERATION FORWARD 4 COACHING MATERIAL ABOUT INNOVATION PROCESS - overview Part 1: Innovation. Introduction, general definitions. Innovation Taxonomy - How to categorize innovation Social innovation Part 2. Tools and approaches for development and support of social innovation. How to introduce and implement a social innovation? Part 3. Financing possibilities for supporting social innovation
  • 5. TAKING COOPERATION FORWARD 5 COACHING MATERIAL ABOUT INNOVATION PROCESS Innovation goes far beyond R&D It goes far beyond the confines of research labs to users, suppliers and consumers everywhere – in government, business and non-profit organizations, across borders, across sectors, and across institutions. The Oslo Manual for measuring innovation defines four types of innovation: product innovation, process innovation, marketing innovation and organizational innovation. How to categorize innovation? The term innovation is very versatile and is frequently inflated. A clear definition of the term is important for a clear, common understanding in companies. To this end, there are various types of innovation with regard to the object of innovation and the degree of innovation. This knowledge of classification is necessary for innovation management. Part 1: Innovation. Introduction, general definitions.
  • 6. TAKING COOPERATION FORWARD 6 COACHING MATERIAL ABOUT INNOVATION PROCESS WHAT IS SOCIAL INNOVATION? Defining Social Innovation ‘Social innovation is the process of developing and deploying effective solutions to challenging and often systemic social and environmental issues in support of social progress. Social innovation is not the prerogative or privilege of any organizational form or legal structure. Solutions often require the active collaboration of constituents across government, business, and the non-profit world.’ —Soule, Malhotra, Clavier.
  • 7. TAKING COOPERATION FORWARD 7 COACHING MATERIAL ABOUT INNOVATION PROCESS When does social innovation occurs: Social innovations often emerge in : 1. fields where problems are intensifying (from diversity to conflict, to climate change and mental illness), 2. in fields where existing models are failing or stagnant (from traditional electoral democracy to criminal justice) 3. In fields where new possibilities are not being adequately exploited (e.g. Mobile technologies and open source methods) There are many social challenges (political, technological and economic changes) that existing structures, policies and institutions have failed to address.
  • 8. TAKING COOPERATION FORWARD 8 COACHING MATERIAL ABOUT INNOVATION PROCESS SUMMARY • There is no final and ideal definition of social innovation. • Social innovation is transformative. • Social innovation has a distinctive character (from technology to culture and values). • Due to complexity of issues social innovation is not ˝one size fits all˝ - there is no single valid model for all types of social innovation.
  • 9. TAKING COOPERATION FORWARD 9 COACHING MATERIAL ABOUT INNOVATION PROCESS How CAN YOU introduce and implement a social innovation? • Frame the question • Diagnose problems • Participatory methods - user driven approach – participatory methods from urbaninno toolbox • Open innovation – what’s that, how to use it. • Participation/ Facilitating participation – platform, tools, examples • Prototype and pilot projects Part 2. Tools and approaches for development and support of social innovation.
  • 10. TAKING COOPERATION FORWARD 10 COACHING MATERIAL ABOUT INNOVATION PROCESS All innovations start with a central idea. But the idea itself is often prompted by an experience or event or new evidence which brings to light a social need or injustice. Some organizations initiate the prompts themselves – using feedback systems to identify possible problems. Creative leaders can use symbols and demonstrations to prompt social imagination. In many cases, research, mapping and data collection are used to uncover problems, as a first step to identifying solutions. One of the critical challenges at this stage is in identifying the right problem. A ‘good’ problem contains within it the seeds of the solution.
  • 11. TAKING COOPERATION FORWARD 11 COACHING MATERIAL ABOUT INNOVATION PROCESS Diagnosing problems is a first step to developing solutions. A key challenge is to get to the underlying causes of a problem. To a hammer every problem looks like a nail. It’s always easier to deal with symptoms rather than causes. Some of the methods for digging deeper involve the analysis of systems while others involve mobilising people’s own experiences and perspectives. The diagnostic process. The gathering and presentation of data requires a process of interpretation. This should ideally include those involved in the implementation of ideas and those affected by the proposals. Often there are conflicting interpretations, which can only be settled by trying out the suggested alternatives in practice.
  • 12. TAKING COOPERATION FORWARD 12 COACHING MATERIAL ABOUT INNOVATION PROCESS WHAT IS CO-DESIGN? There is much in Co-Design for creative professionals. But, what are we talking about when we talk about Co-Creation or Co- Design? Co-Design is a process involving end-users, customers and other relevant stakeholders in the design process to ensure the outcome meets their needs. It is based on four steps: • engage, • understand • ideate • validate.
  • 13. TAKING COOPERATION FORWARD 13 COACHING MATERIAL ABOUT INNOVATION PROCESS This approach goes beyond consultation. Instead, all stakeholders affected by or attempting to resolve a particular challenge build and deepen equal cooperation. A key tenet of co-design is that users, as ‚experts‘ of their own experience, become central to the design process. A co-creation process can enable organizations/ projects to: • find a connection between groups that would normally not collaborate; • raise awareness and sensitivity towards important issues with certain groups/individuals • create a safe space for sharing • create a common understanding • empower minority perspectives Link: http://www.cocreate.training/
  • 14. TAKING COOPERATION FORWARD 14 COACHING MATERIAL ABOUT INNOVATION PROCESS You can use a simple approach how to use participatory process and easily go though it basing on steps and guidelines from TOOLBOX OF SMART PARTICIPATORY METHODS & TOOLS, created in frame of URBANINNO project, funded from Interreg Central Europe A toolbox of Smart urban innovation participatory methods & tools is a unique tool that will help you engage end-users (citizens, consumers) into urban innovation process (developing urban development strategies, smart urban solutions, services or technologies).
  • 15. TAKING COOPERATION FORWARD 15 COACHING MATERIAL ABOUT INNOVATION PROCESS WHO IS IT FOR? The toolbox is designed for advanced users, which means that you need at least some basic experience with participatory processes (like participatory workshops). In case you don’t have that, you can find a list of experts for moderating and facilitating the participatory process in your language. HOW TO USE IT? Toolbox will guide you through the planning of participatory process step-by-step, so the best way is to follow it through starting at step one.
  • 16. TAKING COOPERATION FORWARD 16 COACHING MATERIAL ABOUT INNOVATION PROCESS HOW TO PLAN PROCESS Step 1: Defining a problem & objectives Defining a challenge and objectives of the process is crucial for the success of the collaboration with end-users. You might review your definition of the problem or objectives after first interaction with target groups to make it clearer. Step 2: Building relationships Building relationships is the first step, and is revisited for subsequent events in this continuous and ongoing process. It shows combinations of ICT tools and steps to be taken for reaching out and starting the first interactions with the target group. Step 3: Invitations Describing combinations of ICT tools for sharing and signing up to invitations of your interactive event.
  • 17. TAKING COOPERATION FORWARD 17 COACHING MATERIAL ABOUT INNOVATION PROCESS Step 4: Starting interactions Engage stakeholders before the event by interacting with them, giving them opportunities to give input leading up to the event. Step 5: Participatory methods Different participatory methods you can use at physical meetings with your target groups and stakeholders with some practical tips deriving form practice. Step 6: Documentation Different ways of preparing and carrying out the documentation at the event using existing technology and ICT tools.
  • 18. TAKING COOPERATION FORWARD 18 COACHING MATERIAL ABOUT INNOVATION PROCESS Step 7: Follow-up Tools and checklist for getting back to participants following the event. Step 8: Continued Interactions System for curating prolonged interaction of the participants from the event based on level of engagement. Click here for more details: https://www.user-participation.eu/
  • 19. TAKING COOPERATION FORWARD 19 COACHING MATERIAL ABOUT INNOVATION PROCESS Open innovation The term open innovation means a situation where an organization doesn’t just rely on their own internal knowledge, sources and resources (such as their own staff or R&D for example) for innovation (of products, services, business models, processes etc.) but also uses multiple external sources (such as customer feedback, published patents, competitors, external agencies, the public etc.) to drive innovation. Example: Calls for ideas involve asking a wide range of people to suggest ideas for strategy, projects, experiments, grantees or solutions to particular problems.
  • 20. TAKING COOPERATION FORWARD 20 COACHING MATERIAL ABOUT INNOVATION PROCESS PARTICIPATION These methods are still being experimented with, and are as much about creating a culture of openness to ideas as they are about generating ideas themselves. • Platforms for engaging citizens • Processes for involving children in generating innovations, decision making, urban design, planning, and school management. • Participatory planning • Citizen petitions and other online platforms for capturing citizens’ ideas on a range of matters including public service improvement.
  • 21. TAKING COOPERATION FORWARD 21 COACHING MATERIAL ABOUT INNOVATION PROCESS Facilitating participation There are also a range of techniques – widely used in the developing world – for engaging participants in more effective and meaningful ways. Much attention is now being given to meetings to make them more effective – sometimes with much more open processes, sometimes with much more formal structures. Face to face meetings remain the most important in generating commitment to innovations, but increasingly technologies of all kinds are helping to transform meetings, enabling people to interact verbally, visually, and through simulations. • Events and conferences for networking and learning • Virtual meetings and conferences • Webinars • Participatory workshops • Dialogue Café
  • 22. TAKING COOPERATION FORWARD 22 COACHING MATERIAL ABOUT INNOVATION PROCESS Part 3. HOW TO FINANCE YOUR IDEA? A wide range of financial tools can be used at these early stages: small grants, convertible loans, to quasi equity, prizes, direct commissions, and tendering. Some of the most useful approaches link money to development. • Grants and support for early ideas. • Small grants aimed at community organizations and local groups, usually to shape and demonstrate innovations involving volunteers and/ or community action. • Prizes and public challenges can be an effective means of distributing funds and incentivizing innovation. • Funding for incubation • EU grants • National or local funding
  • 23. TAKING COOPERATION FORWARD 23 COACHING MATERIAL ABOUT INNOVATION PROCESS • Dedicated innovation funds and internal public venture funds • Social clauses in public contracts, for example, to promote innovative methods for employing unemployed people, those with disabilities or to reduce carbon footprints. • Open forms of consultation and participation • Participatory budgeting enables citizens to define local priorities and allocate public money accordingly • Public subscriptions, lotteries, and competitions provide another source of funding for activities at one remove from the state. In some countries (e.g. New Zealand), lotteries provide a primary source of funding for community ventures.
  • 24. TAKING COOPERATION FORWARD 24 COACHING MATERIAL ABOUT INNOVATION PROCESS Grant giving Increasingly, donors are trying to avoid some of the limitations of traditional grant funding. Some are using prize funds to catalyse innovations and others are treating grants more like investments – alongside project involvement, technical support, continuous funding, and the coverage of core costs. • Direct funding for individuals • Award and recognition prizes are intended to celebrate or mark a person or organisation’s achievement. These prizes have become increasingly popular over the last decade for rewarding social entrepreneurs, non-profit organisations, and others working in the field.
  • 25. TAKING COOPERATION FORWARD 25 COACHING MATERIAL ABOUT INNOVATION PROCESS • Intermediaries who allocate grants for specific projects on behalf of the donor, for example in the cultural sector. • Micro R&D grants for concept development and prototyping • Initial Public Offerings (IPOs) originally used by companies to sell shares to the public, are now used by non-profit organisations to secure longer-term funding with a detailed pledge to provide a social return on the ‘investment’ • Grants as investment including tapered grant funding, public equity, and preference shares
  • 26. TAKING COOPERATION FORWARD 26 COACHING MATERIAL ABOUT INNOVATION PROCESS Creating a business Turning a good idea into something sustainable outside of the public sector depends on a business model – a clear idea of how it will generate a sufficient income stream that covers more than costs. Effective supply and effective demand need to be brought together. Effective supply means that whatever is being provided has been shown to work and to be cost-effective. Effective demand refers to the willingness of someone to pay for what’s on offer, which may be a public agency or the public themselves.
  • 27. TAKING COOPERATION FORWARD 27 COACHING MATERIAL ABOUT INNOVATION PROCESS Innovative business models. They are as diverse as business models in commercial markets, ranging from direct service provision to commissioners, through models that create value for customers to models similar to those around the web that share knowledge and intellectual property. Business strategies. The context for a business model is a business strategy about how the proposed venture is positioned on the economic field of play. There will be key points of control in any sector of production. In some it is retailing and distribution; in others it is a key stage in processing; or in knowledge management systems; or the control of a key input such as a critical site or personnel (as in sport). Mapping a sector will suggest the points at which a new social venture has the best chance of success, and of influencing the way the sector works.
  • 28. TAKING COOPERATION FORWARD 28 COACHING MATERIAL ABOUT INNOVATION PROCESS Incomes and outcomes. There are a range of social business models that involve recognizing the potential value of a venture’s assets and disaggregating its activities to generate alternative income streams. Particularly instructive for social ventures are the lessons from the business models adopted by web companies which, like social ventures, have an interest in maintaining free access, while at the same time generating revenues indirectly as the result of the response that the free service attracts.
  • 29. TAKING COOPERATION FORWARD 29 COACHING MATERIAL ABOUT INNOVATION PROCESS Business plans. Business models together with business strategies then need to be turned into business plans. Although it is rare for a social venture to be a straightforward implementation of a blueprint (it is much more like a process of discovery and unfolding), plans help to clarify tasks, milestones, and sequencing – for example of investment in people, equipment and market growth. Business plans cannot design the future, and few survive their first encounters with reality. But they provide a chart for a venture’s theatre of operations and demonstrate the competence of those engaged in taking the venture forward. Business plan assessment methods. There are many methods that help to define business models and business plans.
  • 30. TAKING COOPERATION FORWARD 30 SUMMARY Social innovation means developing new ideas, services and models to better address social issues. It invites input from public and private actors, including civil society, to improve social services. Social innovation refers to a new way of doing things, an innovative element in a given context. It represents a breaking away from the usual solutions offered and provides a creative response to social and economic problems that cannot be solved by the market or state. It thus improves individual and collective well-being.
  • 31. TAKING COOPERATION FORWARD 31 SUMMARY „In today’s hyperconnected world, one country’s societal problems can become ours. Nations are facing slow economic growth, financial instability, political turmoil, hunger, poverty and disease. These are all social issues that have to be addressed, one way or the other, and such big problems generate big business opportunities. In fact, more than 80% of economic growth comes from innovation and application of new knowledge”*.
  • 32. TAKING COOPERATION FORWARD 32 Karsten Wenzlaff and Wolfgang Gumpelmaimer-Mach ikosom CE RESPONSIBLE +4917641601769 ce-responsible@ikosom.de http://www.interreg-central.eu/ce-responsible facebook.com/CE-Responsible-112985660155613/ twitter.com/CeResponsible