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

1. APPLYING SYSTEMS APPROACHES TO
UNIVERSITY RESEARCH CHAIRS
PROGRAMME
Maurice Bolo, PhD
Bolo@scinnovent.org / ochibolo@gmail.com
NACOSTI Pre-proposal Development Workshop
17th October, 2013

2. Presentation outline
• Research chairs in the context of national
competitiveness
• The context for science is changing....
• What does this (change) mean for us?
• How should we respond?
• Towards systems approaches....
• Closing the loop – from research to innovation
in agri-biotech/health systems
• What next?

3. Drivers of Global Competitiveness
Government forces
Labor market efficiency
Institutions
Infrastructure
Higher Education and
Training
Business sophistication
Global
Competitiveness
Financial market
development
Innovation
Legal and regulatory
systems
Technological readiness
Macro-economic
environment
Market forces

4. Enhancing Kenya’s competitiveness
through Research Chairs
• Improving the institutional environment to foster
creativity, collaboration, innovation and
entrepreneurship
• Improving the research infrastructure thro’
investment in laboratory equipment and machines
• Supporting high level postgraduate training
• Fostering innovation and technological readiness

5. Enhancing Kenya’s competitiveness
through Research Chairs
• Providing skilled and highly trained manpower into
the labour market
• Leveraging financial support to research from private
sector and other financial institutions
• Improving IP systems and innovation governance
• Policy recommendations to improve the macroeconomic environment

6. BUT, it can’t be business as usual
We have to re-think our
approach to science
From ‘model 1’ science
…..to ‘model 2’ science

7. The context is changing........
Mode 1 Science
However,
•Linear model linking science to society
and economy
•Research priories are determined by
the scientific community
•Research is carried out by universities
and other institutions largely isolated
from the surrounding society (ivory
towers)
•Scientific excellence based on
recognition of merit and originality by
peers
The research should be participatory
and avoid the linear approach used to
research on people rather than with
the people
•There is need for personal and
institutional transformation and
an enabling policy environment

8. The context is changing........
Mode 2 Science
•Science as part of an innovation system
•Many feedback loops
•Opportunities for interaction
with the broader society
Mode 2 Science
•Scientists’ work valued not for its
intellectual merit, but also for its
contribution to society’s social
and economic needs
•Scientific priorities selected
according to social and economic
priorities
•Priority setting process a dialogue
between scientists and the
broader community

9. Theoretical and empirical Implications
• The old linear models will be of little use as a result
of the nature of life sciences knowledge production.
•
The complexity of the problems and the wider
variety of competence bases required are impossible
to satisfy within a single discipline.
• This makes multi-disciplinary teams/networks
imperative.

10. Theoretical and empirical Implications
• Research and commercialization of the products are
expensive; requires sustained investment over a long
period of time.
• Coordination among groups of divergent knowledge types,
habits and belief systems requires careful networking
management.
• This requires the scientists to develop other sets of soft
skills – beyond their technical expertise e.g. leadership,
management, networking, negotiation skills

11. How should we respond?
Methodological Change
-Participatory problem identification
and priority setting
-Participatory research
-Collective Action Planning
-Participatory Monitoring and Evaluation

12. How should we respond?
Organizational change
From bureaucratic, non-learning
organization to flexible,
learning organizations
-Strategic thinking and decisionmaking
-Different outlook, methods, priorities
-Different incentives and rewards
-Different attitudes, habits and
practices
- Different organizations structures

13. How should we respond?
Personal change
Reverse attitude
•Multidisciplinary approach
•Seek feedback from partners
We know
They don’t know
We don’t know
They know
•Experiment to remain innovative
•Seek best ways to assist your partner
•Foster creativity and innovation
We know
They know
We don’t know
They don’t know

14. (Innovation) Systems Approach
• Focus on innovation
– Neither science or technology or invention, but the
application of knowledge.
– Can be acquired through learning, research or
experiences. Often its new combinations of existing
knowledge
• Role of Interactions
– Never in isolation; involves broad range of diverse
actors in the public, private spheres
– Linkages, partnerships and networks.
– Learning is interactive, requiring people with different
knowledge basis.

15. Innovation systems
• The role of policies
– Innovation not determined by the outcome of single
policy, but a set of policies work together to shape
innovative behavior.
• Institutions are key
– The habits and practices of organizations that shape their
propensity to interact, to learn, to access and share
knowledge and to take risks.
• Learning, competencies and skills
– Propensity to innovate, collaborate and share are learnt
behaviors emerging through experiences, interaction,
training
– Technological, managerial and other skills can be
developed if habits and practices encourage learning.

16. Innovation System Actors, Institutions and Linkages
Suppliers
suppliers
clients
Interaction
Financing
Institution
R&D
actors
Traditional Habits &
Practices of Actors
Source: Mytelka (2007)

17. From research to innovation…closing the loop
Diagrams,
Models,
descriptions
Invention
Introduced into the market/
economic use/
Practical application
Potential for application
Innovation
Novel idea
Diffusion
Dominant design
Mature
Product/
process
Dominant
market capture
Selection

18. Agri-biotech Innovation System
Health Systems

19. Some Food for Thought
Where is the industry
in its evolution?
Has the dominant
design emerged yet?
Can it be offered at
scale? Are customers
willing to pay for
value delivered?
Who are the target
market? How large is
the target segment?
Do competitive
offering exist? How
does this innovation
differ from what
already exists in the
market?
How will the
innovation be used?
How is it a solution to
the customer’s
problem?
How should the
product be presented
as a solution to
customers problem,
and not merely a
novel item/gizmo?
What will it cost to
deliver value to the
customer?
Are costs’ volume
sensitive, and if so,
how?
How can imitators be held at bay?

20. What next? The selection Process
1
2
3
4
5
Subject matter
Selection by
experts
Program Secretariat
Expressions
of Interest
Preproposal
Workshop
7
6
Peer Review by
Independent
expert panel
Full
proposals
8
9
Verification
survey
Top
proposals
chosen
Research
Chairs
Awarded

21. www.scinnovent.org