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Towards an intervention framework for strengthening agricultural innovation
capacity
Willem Janssen, SASARAndy Hall, UNURiikka Rajalahti, ARDEija Pehu, ARD
The Bank needs to update its concepts and approaches to support agricultural change
Early 1980s and beyond
Late 1980s
Mid- to late1990s
Current
Bricks and mortar for research systems
Management systems
Down to the grassroots
Innovation systems
Evolving approaches to investing in innovation capacity
Our first challenge!
Can we make this work, or is it theory only? Need for an operational model Identification of tools and interventions and
their expected effects Description of intervention processes Identification of essential and desirable
partners in innovation systems Poverty focus
From explanatory towards operational innovation systems!
1. Exploring innovation systems theory for analytical purposes
2. Developing a methodology for case study analysis3. Comparing case studies4. Key characteristics of innovation
5. Identifying interventions opportunities
6. Towards a framework for diagnosis and intervention7. Conclusions and implications for the Bank
A framework to avoid fads, blueprints, and formulas while still making sense
Characteristics
1. Assessment Typology Diagnosis
2. Intervention Principles Options
Reasons
1. Understanding is key to successful interventions
2. To match local settings and to provide examples
A typology based on “leadership” and “maturity”
Nascent Emergence Stagnation Dynamic system of innovation
Oppor-tunity driven
Medicinal plants,India
Shrimp, Bangladesh Cut flowers, Colombia
Pineapple, Ghana Vanilla, India
Food processing,Bangladesh
Pre-planned
Foundation Expansion Dynamic system of innovation
Orches-trated
Cassava processing,Ghana
Cassava processing, Colombia
Pu
blic
Pri
vate
Development phase
Pre-planned phase
Foundation phase
Emergence phase
Expansion phase
Stagnation phase
Dynamic system of innovation phase
Nascent phase
Initiating interventions
Experimental interventions
Interventions to nurture success
Remedial interventions
Building on success interventions
Maintenance interventions
Market and other opportunities
Rapidly
changing threats and opportunities
Orchestrated trajectory Opportunity-driven trajectory
A continuously evolving subsector delivering economic growth
Evolving towards
sustainable dynamics
Applying the innovation systems concept for defining interventions in
each phase
Diagnosis ……………… ………………
Principles of intervention ……………… ………………
Options ………………. ………………. ………………. ………………. ……………….
To guide and support practitioners in their own assessments and decisions, not to prescribe
Pre-planned phase
Foundation phase
Emergence phase
Expansion phase
Stagnation phase
Dynamic system of innovation phase
Nascent phase
Initiating interventions
Experimental interventions
Interventions to nurture success
Remedial interventions
Building on success interventions
Maintenance interventions
Market and other opportunities
Rapidly
changing threats and opportunities
Orchestrated trajectory Opportunity-driven trajectory
A continuously evolving subsector delivering economic growth
Initiating in the pre-planned phase
Initiating in the pre-planned phase
Diagnosis Public and private
sector work independently
No intermediary organizations
Principles Trust building Scanning and
managing risk of overengagement
Options Joint foresight group Establishing mixed
governance for research and training
Reducing the risk of investing in new activities
Pre-planned phase
Foundation phase
Emergence phase
Expansion phase
Stagnation phase
Dynamic system of innovation phase
Nascent phase
Initiating interventions
Experimental interventions
Interventions to nurture success
Remedial interventions
Building on success interventions
Maintenance interventions
Market and other opportunities
Rapidly
changing threats and opportunities
Orchestrated trajectory Opportunity-driven trajectory
A continuously evolving subsector delivering economic growth
Experimenting in the
foundation phase
Experimenting in the foundation phase
Diagnosis A range of opportunities
have been identified Public and private sector
start engaging with each other
Principles Start collaboration on the
range of opportunities Improve the enabling
environment
Options Consortia based
research funding Incentives for
international collaboration
Strengthen farmer organizations
Develop intermediary organizations
Venture capital
Pre-planned phase
Foundation phase
Emergence phase
Expansion phase
Stagnation phase
Dynamic system of innovation phase
Nascent phase
Initiating interventions
Experimental interventions
Interventions to nurture success
Remedial interventions
Building on success interventions
Maintenance interventions
Market and other opportunities
Rapidly
changing threats and opportunities
Orchestrated trajectory Opportunity-driven trajectory
A continuously evolving subsector delivering economic growth
Building on success in
the expansion
phase
Building on success in the expansion phase
Diagnosis Government has
identified key opportunities
Interaction mechanisms in place, but fragile and publicly led
Principles Strengthen collaboration Expand successes and
address weaknesses
Options Revitalize NGO networks
for learning and capacity building
Matching grant schemes Establish sector-
coordinating body Modify university
curricula Exchange programs
between research, industry and universities
Quality and trade certification
Pre-planned phase
Foundation phase
Emergence phase
Expansion phase
Stagnation phase
Dynamic system of innovation phase
Nascent phase
Initiating interventions
Experimental interventions
Interventions to nurture success
Remedial interventions
Building on success interventions
Maintenance interventions
Market and other opportunities
Rapidly
changing threats and opportunities
Orchestrated trajectory Opportunity-driven trajectory
A continuously evolving subsector delivering economic growth
The nascent phase ……
The nascent phase ……
Diagnosis “Interesting” private
sector initiatives on a small scale
Limited awareness in government
Principles Too early: need for
interventions is usually not yet clear
General business climate
Options Wait, see and learn
until….
Pre-planned phase
Foundation phase
Emergence phase
Expansion phase
Stagnation phase
Dynamic system of innovation phase
Nascent phase
Initiating interventions
Experimental interventions
Interventions to nurture success
Remedial interventions
Building on success interventions
Maintenance interventions
Market and other opportunities
Rapidly
changing threats and opportunities
Orchestrated trajectory Opportunity-driven trajectory
A continuously evolving subsector delivering economic growth
Nurturing in the
emergence phase
Nurturing in the emergence phase
Diagnosis A cluster of growing
success, often based on cost advantage
Entrepreneurs buying short-term solutions to maintain their edge
Principles Broaden the actor base
for sustainable success Support development of
other competitive advantages (quality, environment, equity)
Options Establish sector-
coordinating body Modify university
curricula Exchange programs
between research, industry and universities
Quality and trade certification
International product branding
Policy dialogues Sector specific research
fund
Pre-planned phase
Foundation phase
Emergence phase
Expansion phase
Stagnation phase
Dynamic system of innovation phase
Nascent phase
Initiating interventions
Experimental interventions
Interventions to nurture success
Remedial interventions
Building on success interventions
Maintenance interventions
Market and other opportunities
Rapidly
changing threats and opportunities
Orchestrated trajectory Opportunity-driven trajectory
A continuously evolving subsector delivering economic growth
Remedial action in the stagnation
phase
Remedial action in the stagnation phase
Diagnosis The sector got stuck! The actors are in the
trenches Mechanisms for
collaboration exist but trust is low
Principles Trust building Embracing change Refocusing collaboration
on specific issues
Options Policy dialogues and
restrategizing Strengthen/revamp
sector coordination bodies
Co-location of research and businesses
Sector specific research fund
Incentives for international collaboration
Pre-planned phase
Foundation phase
Emergence phase
Expansion phase
Stagnation phase
Dynamic system of innovation phase
Nascent phase
Initiating interventions
Experimental interventions
Interventions to nurture success
Remedial interventions
Building on success interventions
Maintenance interventions
Market and other opportunities
Rapidly
changing threats and opportunities
Orchestrated trajectory Opportunity-driven trajectory
A continuously evolving subsector delivering economic growth
Maintenance in the
dynamic phase
Maintenance in the dynamic phase
Diagnosis Agility Effective interaction
between public and private sector
Synergy between profits, inclusion and environment
Principles Maintain the health Ensure an open system Scan the future
Options Joint foresight group Co-location of research
and businesses Surveys to track
innovation domestically and internationally
Periodic evaluation and redirection of research and training programs
Trade fairs
Examples of intervention options
Intervention Example in Agricultural Investment Sourcebook
Development phase for which it is relevant
1. Establish a joint foresight group of industry, government, civil society, and research representatives
Module 1
Module 12
Pre-planned
Dynamic
2. Mechanisms that allow agribusiness to participate in research strategy development, priority setting, and funding
Module 12
Module 7
Pre-planned
5. Provide consortia-based research funding to encourage public-private sector interaction on selected priority themes.
Module 7 Foundation
Stagnation
28. Conduct detailed surveys to track innovation in the sector and in other countries; conduct knowledge-sharing events.
Module 2 Dynamic
Conclusions: the nature of innovation
Research is important, but not always central to innovation Competitiveness depends on collaboration Social and environmental responsibility are integral to economic
success The market is not sufficient to promote interaction; the public
sector has a role to play Capacity building to strengthen learning and collaboration is key
to fostering innovation The organization of rural stakeholders is central to innovation
performance The importance of intermediary organizations An innovation culture requires trust and appreciation of other
perspectives Innovation thrives in a proper enabling environment (e.g. where
there is values chain coordination
Conclusions: the value of the innovation systems concept
It helps to identify systemic strengths and weaknesses for sector development, beyond research strengthening
In line with what it proclaims, the concept itself will evolve
Not a blueprint but it can be adapted to specific phases and to local conditions
Potential to integrate poverty and environment concerns
The emphasis on parallel development of knowledge generation and application
Linking parallel development efforts: CDD&SHG with research and extension investments
Implications for the Bank
Support to research must focus on developing the interface with the rest of the sector and the rest of society
Extension systems must be flexible, user driven and focused on overcoming local problems
Agricultural education needs to combine technical, socio-economic and managerial skills
Engaging private organizations as partners of government Institutional infrastructure is key. Club goods! Innovation requires institutional experimentation
Further collection of experiences with innovation systems tools Fostering the development of a global community of practice
Thank you for your attention