One of the key strategic questions for an organisation is whether to grow, and if so, how? A recent report from the Young Foundation, In and out of sync: the challenge of growing social innovations details 11 case studies of social innovations which highlight four necessary conditions for growing innovative products, services and models: 1) ‘Pull’ in the form of effective demand 2) ‘Push’ in the form of effective supply 3) Effective strategies that connect ‘pull’ to ‘push’ 4) Learning and adaptation to ensure impact The executive summary also highlights another interesting aspect of growth, namely how ideas and knowledge are protected and shared. It describes a spectrum of approaches: at one end innovation is controlled and contained within one organisation, at the other innovation spreads with no-one exercising ownership or control. Clearly the appropriate point along the spectrum depends on a number of factors. Interesting stuff…
Megan
Third Sector ForesightOne of the key strategic questions for an organisation is whether to grow, and if so, how? A recent report from the Young Foundation, In and out of sync: the challenge of growing social innovations details 11 case studies of social innovations which highlight four necessary conditions for growing innovative products, services and models:
1) ‘Pull’ in the form of effective demand
2) ‘Push’ in the form of effective supply
3) Effective strategies that connect ‘pull’ to ‘push’
4) Learning and adaptation to ensure impact
The executive summary also highlights another interesting aspect of growth, namely how ideas and knowledge are protected and shared. It describes a spectrum of approaches: at one end innovation is controlled and contained within one organisation, at the other innovation spreads with no-one exercising ownership or control. Clearly the appropriate point along the spectrum depends on a number of factors. Interesting stuff…