In January 2013 we published a paper on systemic innovation by Geoff Mulgan and Charlie Leadbeater. To coincide with its publication, we convened a group of leading thinkers and practitioners from the field of systemic innovation to discuss the theories, methods and practices further. It was clear from the session that there is a need to deepen and develop our collective understanding of systemic innovation through generating typologies, collating case studies, as well the methods and tools available to potentially influence and enable systemic innovation.
To begin developing these resources, we invited the experts who attended the session in January 2013 to write a guest blogs.
Every day over the coming few weeks will be publishing a new blog from leading experts. These are set to cover a range of topics, from the methods available to stimulate systemic innovation, a discussion of systems failure, case studies covering systemic innovation in finance, the importance of communication, replication leading to systemic change, and a number of other topics alongside.
At Nesta we are drawing upon all these resources to inform the development of our practical work and to feed into our skills platform to equip practitioners working on the ground. We hope that others will also find them useful.
We would welcome further comment, input and discussion. Please send thoughts to ruth.puttick@nesta.org.uk
This is a question which is almost impossible to answer. 'There's so much talk about the system. And so little understanding', as said in Zen and the Art of Motorcycle Maintenance. In this case study we're going to tell you all about the dead ends, the mistakes, successes and what we learnt. And here's a picture of what we learnt.
20.03.2013The following is a guest blog from Anna Birney, Head of System Innovation Lab, Forum for the Future.
19.03.2013Mid Staffordshire NHS Foundation Trust and successive tragic events in children’s services represent the tip of the iceberg of systems failure[1]. Recommendations from subsequent inquiries amount to no more than doing the wrong thing righter, for example improving inspection and accountability, rather than learning how to do the right thing.
18.03.2013Click here to subscribe to the Systemic Innovation: a discussion series
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