Capacity development interventions in support of agricultural innovation are more effective when based on systematic and participatory assessments of existing skills and capacity needs. Recognizing that, an instrument has been developed in the context of the Capacity Development for Agricultural Innovation Systems (CDAIS) project. It consists of a capacity scoring tool that allows assessing innovation capacities, identifying strengths and weaknesses and monitoring capacity changes over time. This paper describes the scoring tool and provides guidelines on how to apply it successfully. The scoring tool focuses on the soft capacities needed to collaborate, reflect, learn and think strategically. These skills are captured by 21 indicators and build on the key innovation capacities identified in the Common Framework of the Tropical Agriculture Platform, a G20 initiative led by FAO. The scoring tool also addresses technical skills and the enabling environment for agricultural innovation.
This document intends to provide an analysis of the outcomes of the application of the TAP Common Framework in the eight countries of the Capacity Development for Agricultural Innovation Systems (CDAIS) project. The TAP Common Framework (TAP CF) was developed at the global level as an initial activity of the CDAIS project in order to guide capacity development (CD) and strengthening of Agricultural Innovation Systems (AIS). The project then tested this framework in eight pilot countries (Guatemala, Honduras, Burkina Faso, Angola, Rwanda, Ethiopia, Lao PDR, Bangladesh). The purpose of the transversal analysis was to understand how the CDAIS approach contributed to outcomes and impacts in a diversity of contexts and to propose recommendations for upgrading the Common Framework across its theoretical and practical dimensions. The two main guiding questions were: • What made the CDAIS approach transformational (or not) in diverse contexts? • How useful, usable and used was the TAP Common Framework? The comparative analyses consisted in drawing patterns of context-mechanism-outcomes from case studies from the different countries. Insights gained from some countries were checked and complemented with the data and lessons learnt from others. Common findings were merged, and particular cases were used to expand or refine the generic theory that was built on the case-by-case approach.
Managing the ability of agriculture to meet rising global demand and to respond to the changes and opportunities will require good policy, sustained investments, and innovation - not business as usual. Investments in public Research and Development, extension, education, and their links with one another have elicited high returns and pro-poor growth, but these investments alone will not elicit innovation at the pace or on the scale required by the intensifying and proliferating challenges confronting agriculture. Experience indicates that aside from a strong capacity in Research and Development, the ability to innovate is often related to collective action, coordination, the exchange of knowledge among diverse actors, the incentives and resources available to form partnerships and develop businesses, and conditions that make it possible for farmers or entrepreneurs to use the innovations. While consensus is developing about what is meant by 'innovation' and 'innovation system', no detailed blueprint exists for making agricultural innovation happen at a given time, in a given place, for a given result. The AIS approach that looks at these multiple conditions and relationships that promote innovation in agriculture, has however moved from a concept to a sub-discipline with principles of analysis and action. AIS investments must be specific to the context, responding to the stage of development in a particular country and agricultural sector, especially the AIS. This sourcebook contributes to identifying, designing, and implementing the investments, approaches, and complementary interventions that appear most likely to strengthen AIS and to promote agricultural innovation and equitable growth. It emphasizes the lessons learned, benefits and impacts, implementation issues, and prospects for replicating or expanding successful practices. The information in this sourcebook derives from approaches that have been tested at different scales in different contexts. It reflects the experiences and evolving understanding of numerous individuals and organizations concerned with agricultural innovation, including the World Bank. This information is targeted to the key operational staff in international and regional development agencies and national governments who design and implement lending projects and to the practitioners who design thematic programs and technical assistance packages. The sourcebook can also be an important resource for the research community and nongovernmental organizations (NGOs).
Out-innovate, outsmart and outmaneuver your competitors with tactics from the CEO of TrendHunter.com, Jeremy Gutsche. In our world of chaos and change, what are you overlooking? If you knew the answer, you’d be a better innovator, better manager, and better investor. This book will make you better by teaching you how to overcome neurological traps that block successful people, like you, from realizing your full potential. Then, it will make you faster by teaching you 6 patterns of opportunity: Convergence, Divergence, Cyclicality, Redirection, Reduction and Acceleration. Each pattern you’ll learn is a repeatable shortcut that has created fortunes for ex-criminals, reclusive billionaires, disruptive CEOs and ordinary people who unexpectedly made it big. In an unparalleled study of 250,000 ideas, Jeremy and his TrendHunter.com team have leveraged their 100,000,000 person audience to study what actually causes opportunity: data-driven research that was never before possible. The result is a series of frameworks battle-tested with several hundred brands, and top executives at some of the most successful companies in the world who rely on Jeremy to accelerate their hunt for ideas. Better and Faster will help you learn to see patterns and clues wherever you look that will put you on the smarter, easier path to finding those breakthrough ideas, faster.
Before you can achieve sustainable, profitable business innovation, you need to understand where you stand now: your strengths, weaknesses, and best opportunities for improvement. Now, discover how to do this, and how to integrate assessment into a complete innovation framework that works. Assessing Your Innovation Capability is part of Philadelphia University's breakthrough team-based approach to innovation: one that links business, design and engineering, and delivers extraordinary results in both new and existing ventures. First, Dr. Stephen Spinelli and Heather McGowan introduce this "Disrupt Together" approach, explain its deep roots in design thinking, and show how it generates far more high-value ideas for innovation. Next, Ellen di Resta drills down to offer comprehensive, expert guidance for all facets of innovation assessment, including: Deciding where to start when you know you need to innovate Assessing your organization's current innovation skills, and identifying gaps Identifying the types of innovation your people naturally gravitate to – and the types they resist or never think about Recognizing the types of thinking your organization currently encourages Determining whether your team knows how to translate design into your finished product, service, or experience Assessing Your Innovation Capability is one of 15 e-chapters addressing all facets of innovation, from design processes and team development to business models and value delivery. Each is crafted by a pioneering business innovator – and they all integrate into today's most coherent, realistic blueprint for innovation. For all entrepreneurs, executives, managers, strategists, and students who want to drive more value from innovation. Ellen di Resta specializes in creating new sources of revenue for companies seeking to reinvent themselves, and aligning market insight to create successful new products and services. She has worked in corporate and consulting capacities, currently with Becton Dickinson, and with clients such as P and G, Tetra Pak, and the Center for Creative Leadership. She founded Synaptics Group to apply broad educational and industry experience to academic, speaking, and writing venues. A frequent lecturer and advisor to university and corporate innovation programs, she holds degrees in design, engineering, and business.
Even a subsistence agricultural economy such as Rwanda needs to develop science, technology and innovation (STI) capacity if it hopes to solve such everyday, practical problems as providing energy and clean drinking water to rural villages, and competing in the global economy by producing and selling higher value goods and services. This book provides new insights into the capacity building process and shows that STI capacity building is not a luxury activity suitable primarily for wealthy countries but an absolute necessity for poor countries that hope to become richer.
The book investigates the meaning, nature and consequences of innovation interactions between small and medium-sized manufacturing enterprises (SMEs) and knowledge-intensive business services (KIBS). It focuses on the concept of a virtuous circle linking KIBS' and SMEs' innovation capacities in Germany and France. A particular emphasis is given to the question of the role and nature of the knowledge base of the firm in an evolutionary perspective. The integration of the spatial dimension strengthens the examination. For this purpose, a new data analysis methodology has been developed. This methodology consists of a combination of complementary statistical procedures, which provides a tool allowing a reliable examination of the data collected. The samples considered in the analysis constitute a source of rich, complex, and diversified information.
An assessment of seven innovation case studies in Pakistan in 2022 found that agriculture innovation systems show limited collaboration and networking, and a supply-driven rather than market driven approach to innovation. [Author] This limits the potential for scaling innovations such as the ‘Super Seeder’, a machine that sows wheat directly in the rice stubble, replacing the common practice of burning it. [Author] The study was conducted in September and October 2022 as part of the global TAP-AIS project coordinated by FAO’s Office of Innovation and funded by the European Union’s DeSIRA initiative. [Author] The seven innovation case studies were nominated by key organizations under three thematic area: digital transformation, product innovation and service innovation. [Author] A desk review, focus group discussions, key informant interviews and a self-assessment questionnaire was used to collect data. [Author] Major gaps identified included, among others: i) Innovation actors have limited organizational support and ability to initiate collaboration and engage in networking with other actors for the purposes of market formation and scaling innovation; ii) Collaboration was not pursued for all stages of innovation, that is, from innovation development to innovation scaling; and iii) A supply-driven approach tends to be used for innovation development and scaling, rather than a market-driven approach. [Author] The results of the assessment informed the next phase of the TAP-AIS project in Pakistan in 2023–2024, which includes organizational capacity development and a policy dialogue process to strengthen innovation systems for low-cost agricultural machinery for smallholders. [Author] The work contributes to the TAP-AIS project’s main objective to strengthen capacities to innovate in national agriculture innovation systems (AIS) in the context of climate-relevant, productive, and sustainable transformation of agriculture and food systems. [Author]
Addresses issues relevant to an understanding of the innovation journeys on which public organizations have embarked. If public innovation is defined as a necessary condition for establishing meaningful interactions between the government and society what are the relevant issues that may explain successful processes and forms of public innovation?
