By Ponniah Anandajayasekeram.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
The role of agricultural r&d in the agricultural innovation system framework
1. The role of agricultural r&d in
the agricultural innovation
system framework
Ponniah Anandajayasekeram
2. Outline
1. Introduction
2. Evolution of AIS Framework
3. Agricultural Innovation Systems Perspective
Innovation
Innovation Systems
Innovation Systems Perspective
4. Concepts of Open Innovation, Innovation Intermediaries, Innovation
Platforms
5. Role of ‘R’ in the Innovation Process
6. Value Chain Analysis and IS Framework
7. Current Status
8. Implications and Challenges
9. Conclusions
4. What is Innovation?
Anything new introduced into an economic or social
process
Invention is a solution to a problem
Innovation deals with commercialization and actual use
of invention
Innovations can be technological, managerial,
organizational, institutional and service delivery
Research converts money in to knowledge and innovation
converts knowledge in to money
5. What is an Innovation System (IS)?
IS can have four elements:
1. Actors – organizations and individuals
2. Actions and interactions
3. Interactive learning
4. Institutions
IS can be defined at the national, sectoral,
commodity, and proposed intervention level
7. Innovation Systems Perspective
Using innovation lens in the design, implementation
and evaluation
The ultimate goal of the actors is innovation
Important to distinguish between organizations and
institutions
Partnerships and networks are central
9. Role of ‘R’ in the Innovation Process
For innovation to occur research/knowledge is fundamental
All functions need to be performed, but who performs them and how is not
pre-determined
Adequate investments should be made to support all actors and activities
Innovation takes place through combination of different types of
information and not exclusively by formal R
To contribute to development R should be embedded in the
entrepreneurial, political and policy processes – embedded in the
development context
‘Knowledge frontier R’ remains important
All types of ‘R’ are still relevant but development oriented ‘R’ is well
placed to contribute to innovation and socioeconomic impact
Important: Understanding of the users’ needs and the translation of that
knowledge in to action across all functional areas
10. Where are we?
IS Framework and Ag R&D in SSA
Organizational landscape is complex, dynamic and rich
Range of actors – predominant role by public ‘R’ organizations (81% of
the R capacity, 60% of investment)
Ministry of Agriculture is primarily responsible for R
In 28 out of 31 countries, crop and livestock R under one Ministry
University staff spend considerable amount of time in R , under different
Ministry
SROs and continental bodies are contributing to R&D in many ways;
including priority setting and influencing national policies
Private sector involvement very limited but on the increase; policy
environment is week or non-existent
Extension systems are undergoing serious transformation and
restructuring-Pluralistic extension system
8 out of the 31 countries met the target investment and average
research intensity is 0.61%
Role of FOs,NGOs,CBOs are increasing
11. Where are we?
Research approach, process and linkages
Prescriptive top down Participatory approaches
Currently influenced by VCA, IAR4D, ISP
Appropriate recommendations but not innovation
Current status of linkages and collaboration far from ideal
Activities related to AIS in the region
Major studies concluded that technological development should
be embedded in broader development and IS concept
SROs have embraced ISP and integrated into projects
IARCs and influential donors are supporting projects
In many countries ISP is identified as one of the organizing
principles of R
12. Lessons from Past Experience
Institutionalization is an evolutionary process. There is no single model.
A number of pre-conditions need to be met
Process involves two phases – preparatory and institutionalization
Process was weak in providing policy feedback
Resource imbalance R, E, Education affected effectiveness and linkages
Possible to integrate the concepts and principles with educational and
learning institutes-Capacity to build capacity.
Commodity-oriented ‘R’ programs are conducive for systems-oriented ‘R’
Key factor for success: collaboration and long term commitment by NARIs,
IARCs and donors; Comprehensive CS
Key obstacle: not penalized for producing technology that are not
adopted, or rewarded for ‘R’ with higher adoption rate
13. Lessons from Past Experience
Preconditions for successful institutionalization:
Clear demonstration of utility of the process;
Policy and leadership commitment;
Broader participation and effective linkages;
Experienced, trained, motivated and committed staff;
A clear organizational strategy (internally driven) for
institutionalization; and
A national capacity to offer continuous training on the
concept, principles and procedures, i.e. integration into
the learning curricula.
14. Lessons from past experience
Top 10 Killers of Innovation (Wycoff, 2004):
Not creating a culture that supports innovation
Not getting buy-in and ownership from unit managers
Not having widely understood, system-wide process
Not allocating resources to the process
Not tying projects to organizational strategy
Not spending enough time and energy on the fuzzy front-end
Not building sufficient diversity into the process
Not developing criteria and metrics in advance
Not training and coaching innovation teams
Not having an idea management system
15. Challenges
Changing the organizational culture – innovation as a core value
and to institutionalize the emerging paradigms
Creating the necessary capacity for innovation
How to scale up innovations and the capacity to innovate
Creating the necessary environment and reward system; investment
needed to foster partnership
Limited empirical evidence of the application of AIS its utility and
value addition
How to ensure attention is given to socioeconomic equity and
environmental sustainability; addressing poverty and pro-poor
innovations
How to develop a coherent set of policies that foster innovation
16. Conclusion
Innovation an essential ingredient for successful R&D
AR4D; VCA; ISP – complementary possible to integrate into R&D processes
No uniquely best system for all situations; goal is to find the most appropriate
system (best – fit)
Does not undermine the value of research; good communication or effective
extension – different functions are critical
Investment is needed to support all components
Role of “institutions” is vital, partnerships and network are the cornerstones
Building necessary capacity; nurturing and managing a productive and sustainable
mechanism and modalities of operation is an evolutionary process, and requires
long term commitment and investment by all actors.
Need to have a very pragmatic approach
Attributes Something new to the user Better than what currently exists Economically viable and socially desirable Widespread appeal
IS can have four elements: Organizations and individuals involved in generating, diffusing, adapting and using ‘new’ knowledge Their actions and interactions The interactive learning that occurs when organizations and individuals engage in these processes The institutions (rules of engagements, norms, conventions – both formal and informal) that govern how these interactions and processes take place
Suggest the analysis of three elements The components of the system (actors) The relationships and interactions between these components The competencies, functions, processes and results that such components generate