How can we speed up the adoption of innovations?
Big changes are difficult to bring about. So far the spur behind them has been semi-public but independent bodies with their ability to take radical approaches – like these nine examples. Is it time for institutions and associations to take the baton?
Rolling out innovations for new technologies and sociologies is often seen as the job for entrepreneurs, their champions and their supporters – in the expectation that their focus on early-adopters will then lead on to more wide-spread useage. But it is hard to locate where that should be taking place and how to foster it, not least in those areas that involve behaviour change such as education and healthcare.
The UK’s Cabinet Office has held three competitions inviting organisations to bid for funds to run Accelerators in social enterprise and in healthcare (short periods of intensive development for a dozen or so carefully selected small teams); and the winning organisations will now have helped with over a hundred such startups.
Nesta’s Innovation Lab works with individuals and organisations to generate, develop and test radical new ideas to address social problems; and links innovative projects to advocacy and policy change – to transform whole systems; exemplified by its work on shifting healthcare towards more peer-support, social prescribing and prevention. The Lab’s objectives are about:
* creating solutions to solve specific challenges;
* engaging citizens, non-profits and businesses to find new ideas;
* transforming processes, skills and culture of government; and
* achieving wider policy and systems change.
The UK Cabinet’s Behavioural insights Team (the so-called Nudge Unit) was launched in 2010 to see how behavioral science might contribute to the achievement of policy objectives. It’s successes have been very specific eg in changing the unwelcoming nature of Job Centres; with redesigning communications to non-payers of income tax and fines and non-renewers of their driving licences; with reshaping the offer of loft insulation to include loft clearance. Its approach has been to identify the factors that lay behind the behaviour and then to set up an experiment using a faster, more attractive, social and timely approach.
Mike Bloomberg as Mayor of New York used special teams to develop and deliver new approaches on issues ranging from climate change to poverty and education, and his work spread new models that local leaders can use to generate and implement bold ideas.
New York’s iZone is one example: it is a community of schools committed to personalising learning around the needs, motivations and strengths of each child – an incubation lab for the city’s education department. MONUM, the Mayor’s Office for New Urban Mechanics in Boston is another. It aims to enable busy City Hall staff to run innovation projects – often done in collaboration with external entrepreneurs and internal government policy experts.
Copenhagen’s MindLab was launched in 2002 by the Danish Ministry for Business Affairs as an internal incubator for invention and innovation, inspired by Skandia, the Swedish insurance company’s Future Center (of which there are now a number, mainly in continental Europe). It embraces human-centred design; and aims to stimulate dialogue on transforming the public sector and creating a different interplay between state and local level, and create more systematic change. It is now owned by three ministries and works across employment, education, business and growth, and government modernisation.
MIT’s Media Lab is running numerous experiments of all sorts, among them research to measure the social and spatial settings of innovation in districts across the US to identify the factors that promote and sustain innovation in cities. In collaboration with the Austrian Institute of Technology it is running a study of the key persuasive strategies that enable, motivate, and trigger users to shift from high-energy to low-energy modes of transport. And its project aimed at enhancing entrepreneurialism in specific regions of the world is now in its third year.
InnovateUK has taken a different approach: it has spun off several ‘Catapults’ whose objectives are to transform the UK’s capability for innovation. Among these, one has focused on understanding what will stimulate change (Cognicity – new cities); another on tackling public issues that obstruct change (the Digital Catapult); and a third on launching initiatives that will directly stimulate the creation of new products and services (the Space Catapult).
Work in units like these does not fit easily into existing organisations, but is it time for institutions and associations to follow in the lead of the Young Foundation, which has been active in promoting social enterprise for many years, and spur their fields into accelerating innovation?
iLabs. The teams and funds making innovation happen in governments around the world. Nesta, 2014. mailto:firstname.lastname@example.org
Workshops for helping to develop innovations. Commercialising IP, developing startups and SMEs, and new products and new businesses for corporates. Oct 2013. http://wp.me/p3beJt-18
Government launches £10mn social incubator fund. A remarkable bet on the future of an unproven horse. http://wp.me/p3beJt-b5 Sept 2012
Accelerators for young businesses and the Young Foundation. Seeking to turn social SMEs into burgeoning businesses that change people’s live for the better. Jan 2013 http://wp.me/p3bejt-4