121 – 130 of 152 results
The current humanitarian system was initially set up in the wake of World War II and was substantially reformed in the 1990s and 2000s. The system is a mix of laws, legal instruments, mandated and non-mandated organisations, structures, systems...
Having clarity about the situations in which your innovation might be deployed will help you to communicate your aspirations and design an appropriate solution. In our framework, the base of our box constitutes the context. This covers the...
Our research with ALNAP (Obrecht and Warner, 2016) points to the importance of engaging with users and gatekeepers from an early stage. We define ‘users’ as those who interface directly with an innovation, and ‘gatekeepers’ as those who...
Our research with ALNAP (Obrecht and Warner, 2016) found that generating and using evidence was a key factor for successful innovation. It will be one of, if not the, main factor that will show whether what you are working on is going to have an...
Innovation necessarily involves bringing something new into a team and organisation; therefore, you often won’t have – within your team, or even in your organisation – all the necessary skills, experience and capabilities required to...
Innovation is trying something new, and therefore the possibility of things going wrong is far greater than when you are carrying out ‘business as usual’. Risk management is about identifying and evaluating risk factors, followed by...
They need to be agile, able to change direction (known as ‘pivoting’) and to absorb learning, and they need to be comfortable with this way of working. During your innovation journey, you will find the skills, experience and aptitudes...
Many innovations can be started up using volunteers, with people working extra hours on projects they are passionate about; partnerships can be leveraged, and favours called upon; supplies and materials begged-for and borrowed. In the early days...
Culture in organisations, or across an entire sector, is built on many different factors: behavioural norms, policies, stories, symbols, hierarchy, power, rewards and much more. It can be difficult to articulate what a culture is, but each...
The two exercises in this activity will help you understand the strengths and weaknesses of your organisation as a whole, and in particular parts of your organisation.