6.1 Innovation process
Each of the underpinning methodologies played an important and complimentary role during the innovation process and in its successful completion.
Systems theory was instrumental in providing an overarching framework in which methods for enabling innovation were applied. Applying systems theory as part of an initial analysis of the complex innovation ecosystem helped identify patterns of behavior, communication, and interdependence between stakeholders. Seeking to reshape the innovation ecosystem, Geneva impACTs brought together multiple stakeholders and diverse individuals to generate new understanding of complex problems and create new ideas on how to tackle them.
In future cycles of the innovation process, systems thinking could further be used to help identify patterns of fragmented efforts in the sustainable innovation ecosystem and to try to unite them to strengthen their impact and increase their progress towards sustainable development goals.
In hindsight, difficulties sometimes arose when team members representing different systems with different contexts collided: Different work styles let to different ways and expectations how to deal with disagreements in a constructive manner accepted by members of the group. Chairs and co-chairs had a very high level commitment while several other participants showed varying levels of dedication for this unpaid work. Sometimes rules and behaviors that were consistent with one system, did not fit as well within another. This led to a degree of misunderstanding, which slowed progress in the initiative and may have impacted on the level of confidence that individuals within one system had towards the other. One such example was the communication from the focus groups towards the jury of impact investors. In this situation the “learner” or “innovator” needed to understand the context of the situation and the appropriate communication and action. The two different groups or systems did not easily manage to create a new and common pattern. One reason could have been that the jurors entered the innovation process at a later stage.
The analysis of the Geneva impACTs initiative suggests that implementation of collaboration guided by SDGs benefits from involving numerous stakeholders—public and private sector entities, and civil society at all stages of innovation processes. Diverse groups of people were brought together to support the emergence and implementation of innovative ideas through connecting idea generators, impact investors and those with expertise to implement. Such an approach can be summarized as a collective intelligence driven one and requires a large group of experts. Initially, the process started with 53 experts, which proved to be an appropriate size, but a larger group could be envisaged in future cycles and additional stakeholder groups could be brought in. Depending on the nature of the innovation concept, visiting different locations and diving into different communities in a series of combined events with academic institutions, civil society, government agencies and industry could be an effective way to deepen understanding of the problem being addressed and generate ideas for sustainable solutions.
The impact investors played an active and valuable role in the latter stages of the innovation process. Their early feedback and questions on the initial innovation project drafts helped the expert focus groups to start developing an understanding of the impact investors with their key interests and concerns, which informed their subsequent efforts. In future cycles, it could be helpful if impact investors were to join the innovation process at an earlier stage as this may better bridge the gap between different systems and help focus groups develop concepts that meet the needs and interests of all key stakeholder groups. Investors could even fully integrate into the focus groups. From the systemic point of view, the patterns and rules of the “investors’ system” are different from that of the experts. To create and bring together both patterns for innovation, better integration and communication of “new roles” would be beneficial and consideration should be given to the framing of roles, which are likely to impact on the group dynamics.
When planning the innovation process, there was the hypothesis that co-creating innovation would be key to developing tangible impact but was little knowledge of how this novel approach would actually evolve. Against a backdrop of uncertainty, agile development was used to manage the dynamic innovation process, which enabled the project milestones to be met and successfully completed, despite unexpected challenges, including the outbreak of COVID-19, which meant the plans had to be adapted, some even before the process had started.
A conscious decision was made to set tight milestones and final project deadline. The rationale being that more experts would be able to actively participate if their involvement was over a couple of months instead of a longer period. Furthermore, having more time does not mean people will work or produce more, there is rather more time for procrastination. “Time boxing” is a concept that is known to work in agile development, and it was effective in this first cycle to maintain momentum and the focus of those involved. In future cycles, more iterations and additional tools like hackathons could be added, to allow revisiting ideas from different angles, building on them and fostering creativity. Intervals should remain short between milestones as with longer timeframes you risk losing people along the way. During the early stages of the innovation process, design thinking was successfully used for ideation, although the process would have benefited from more time for iterations of the other design thinking phases, such as prototyping and testing. This was made even more acute as the session was conducted online rather than in person. In future cycles, allowing more than four hours for the design thinking process would enable a deeper focus on the problem and the needs early on. This should help the expert focus groups define the problem and scope of their innovation more efficiently and effectively. Prototyping and testing their innovation concepts would also likely improve the investment readiness of their ideas.
Collective intelligence was an important factor of success in the Geneva impACTs initiative. The diversity of the experts’ background, specialization and experience enabled different perspectives to be shared and explored, leading to the development well-considered concepts. Sometimes during the process, other experts from Geneva Macro Labs’ think-and-do tank network who had relevant and complementary experience were invited as guests to share insights which were highly beneficial to the focus groups. Alone, no single expert would have achieved what the focus groups managed to achieve through collective intelligence.
Consistent with the findings of Woolley and Aggarwal (
2020, p. 5) focus groups in which there was a high level of interaction and where the discussion was balanced rather than being dominated by one or two members, demonstrated higher collective intelligence. Inviting highly specialized experts as guests, when needed, enhanced the discussions. In fact, the focus group with the most active and communicative members developed the innovation concept that received the best evaluation by the jury.
6.2 Focus group facilitation
Using professional mediators to facilitate the focus groups proved effective in creating a constructive forum for experts, many of whom had never met, to collaborate and co-create. Despite the tight project deadlines and the fact that all meetings and interaction were conducted online, each focus group, with the support of the facilitators successfully developed and completed their concept presentation on time.
The facilitators improved the communication and understanding between individual group members and provided the opportunity for different perspectives to be heard and discussed. As independent neutrals, the facilitators were able to help the focus groups manage conflicting views and maintain momentum during the sessions and during the entire process when the experts were doing deep dives into their fields of expertise. The facilitators were also instrumental in providing continuity when chairs or co-chairs were unable to attend due to unforeseen circumstances.
Although the facilitators were able to watch a recording of the first focus group meeting before they conducted their first facilitation, it would have been helpful if they had been introduced and involved from the outset. Setting the stage by explaining everyone’s roles and agreeing how the group will work together would help manage expectations and avoid potential confusion, frustration, lost time and disharmony. Likewise, discussing and understanding roles, objectives and expectations at an early stage is essential between facilitators and the Geneva impACTs team to ensure success. In future iterations, consideration could be given to having a companion throughout the entire process who could scout, observe and better facilitate the interactions of patterns, rules and contexts from a macro perspective rather than from the circle of the focus groups.
While the online facilitation of the focus groups was effective and made it easier for people to meet, the level of commitment to the project by individual focus group members may be increased if the introductory meeting was held in person so that they start to build connections, understanding and rapport. Another possibility could be to conduct a hybrid format (a combination of virtual and physical) to have everyone who plays an important role on board.
6.3 Context of pandemic—working online
Working online became the new normal due to COVID-19 lockdowns and restrictions and this significantly shaped the way the project was carried out. The upsides of the project being entirely online were that travel times were eliminated, it was easier to arrange meeting times, and experts from all over the world who would otherwise have been inaccessible were willing and able to participate. The value of the knowledge sharing and insights provided by experts in an online setting was sufficient and possibly just as effective as if it was done in person. However, communication, interaction and collaboration within focus groups and processes of co-creation were more challenging online; the level of understanding was reduced as people’s ability to read the group was limited by their screen. In addition, people experienced fatigue after shorter periods of time when participating in focus group discussions and co-creation. These experiences highlight the question of which aspects of the process are well suited to an online setting, which possibly less so, and how to approach the next iteration of the initiative.
As online collaboration saves time and resources, particularly when people would otherwise have to travel long distances to participate in person, it should continue regardless of the COVID-19 pandemic. However, steps should be taken to minimize the disadvantages.
One important learning was, to start by providing a good introduction to the digital tools used in the process and continued access to digital support for those who need it.
Ideally people participating in online co-creation processes should first meet in person, to introduce themselves and make a deeper connection than they would if meeting for the first time online. This could improve understanding and willingness to listen to and consider different perspectives, which fosters collective intelligence.
A hybrid format, which involves some people participating in person and others virtually could be used for subject experts attending as guests to provide insights and information to the focus group. The information sharing and communication flows from external subject experts to the focus group members can be done online while the informal communication channels are less important. By contrast, co-creation processes which benefit from shared contributions from multiple individuals, would likely be unsuited to the hybrid format. In fact, a hybrid format may be counterproductive as it creates a sense of distance between people participating in person and those participating virtually and a different level of understanding and commitment between the two sub-groups. The session duration for online collaboration processes should take into account screen-induced fatigue. A one-day co-creation workshop is very intensive and would be very challenging online. Shorter sessions of one to two hours would be easier to manage and still allow to dive deep into the topic.