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This paper tackles a key problem in path dependence research: how can locked-in organizations regain their scope for maneuver? Leveraging insights from two surprising and thus revelatory cases of organizations that have successfully escaped from path dependence, we develop the theoretical argument that regaining scope for maneuver can be achieved by interrupting the logic of a path’s underlying self-reinforcing mechanisms. More specifically, we argue that, through a targeted interruption of...
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I recently had the opportunity to learn about General Mill’s (the US food giant) “emerging brands elevator” program (also known as 301 Inc). Traditionally, General Mills has grown either through mergers and acquisitions, or by building new businesses from the ground up. Increasingly, however, it found that small brands were much faster at innovation, so … Continue reading Building elevators for development mutants
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Organising for Systems Innovation at Scale Our team at Griffith Centre for Systems Innovation have been experimenting with and evolving a Challenge-led Innovation Approach (based on Mission-oriented approaches developed by Mariana Mazzucato at UCL IIPP and others internationally). We are using this approach to guide the way we work internally and engage with our systems innovation partners. We’ve facilitated intensive Re:Treats, worked with government bodies, businesses and civic...
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Collective intelligence and achieving the Sustainable Development Goals
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In the first of a two-part blog piece, Ben Ramalingam, affiliate of the Overseas Development Institute / Institute of Development Studies, discusses the challenges of implementing innovation in to the development sector - from keeping expectations realistic to managing the innovation process and assessing impact and value.
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In part two of his blog on the challenges facing development innovation, Ben Ramalingam suggests how we might take the ‘high road’ to bring about long-lasting and meaningful innovation in the sector.
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Now in its fifth edition, Diffusion of Innovations is a classic work on the spread of new ideas.In this renowned book, Everett M. Rogers, professor and chair of the Department of Communication & Journalism at the University of New Mexico, explains how new ideas spread via communication channels over time. Such innovations are initially perceived as uncertain and even risky. To overcome this uncertainty, most people seek out others like themselves who have already adopted the new idea. Thus...
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Aspects of the research and practice paradigm known as the diffusion of innovations are applicable to the complex context of health care, for both explanatory and interventionist purposes. This article answers the question, “What is diffusion?” by identifying the parameters of diffusion processes: what they are, how they operate, and why worthy innovations in health care do not spread more rapidly. We clarify how the diffusion of innovations is related to processes of dissemination and...
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Digital transformation has become a buzzword that is permeating multiple fields, including public administration and management. However, it is unclear what is transformational and how incremental and transformational change processes are linked. Using the PRISMA method, we conduct a systematic literature review to structure this growing body of evidence. We identified 164 studies on digitally-induced change and provide evidence for their drivers, implementation processes, and outcomes. We...
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Enabling Innovation is an engrossing look at some of the disaster—and success—stories surrounding technological development and diffusion in industrialized and developing countries. The book tells the story of widely divergent technologies—agricultural appliances, wind turbines, Green Revolution high yielding seeds, the Linux computer operating system, and Local Economic Trading Systems. Boru Douthwaite has constructed a "how to do it" guide to innovation management that runs counter to so...
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9 propositions can help evaluators measure progress on complex social problems.
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Three strategies for international development organisations to solve problems without defining them.
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Responses to sustainability challenges are not delivering results at the scale and speed called for by science, international agreements, and concerned citizens. Yet there is a tendency to underestimate the large-scale impacts of small-scale, local, and contextualized actions, and particularly the role of individuals in scaling transformations. Here, we explore a fractal approach to scaling sustainability transformations based on “universal values.” Universal values are proposed as intrinsic...
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