Participants

Change was slow to come…

Organizing principals

• Clear and shared objectives.• Shared responsibilities, costs and

benefits.• Outputs as inputs for innovation.• Differentiated but linked learning

mechanisms.• Long-term, trust-based relationships.

Learning cyclesDevelopment of key questions (what do we want to learn?)

Document external knowledge (literature)

Document field experience (local, national)

How can we use/improve ‘good practice’ (prototype 1.0 - toolkits of approaches,

methods, tools and policies)

Capacity development

Shared documentation, analysis, reflection and learning around the selected topic

Field application (context A)

Field application (context B)

Field application (context C)

Existing ‘good practice’(what is already known?)

Policy implications / briefs

Empirical evidence for theory

development

Improved practice (prototype 2.0)

Contributions to large-

scale, systemic change

Reach and Influence

Innovation system for rural enterprise

development in Central America

Direct learning alliance partners

(25 organizations)

Indirect learning alliance partners

(~116 organizations)

Partner beneficiaries

(~35,786 families)

Lessons learned 1

• It’s not what you know, it’s who you know…and trust.

• It’s not about working harder, it is about working better.

• What exactly does it do?• Miners or mad scientists?

And now what?

• Spinning off the process.• Regional knowledge management.• Healthy value chains.• Leveraging learning and change with

others.

Achieving maximum effect with minimum means

Inclusive privatepolicies

Effective public

policies

Methods, Capacity building

Adapted from Berdegué, et al., 2008

New Business Models for Sustainable Trading

Relationships

Institutionalarrangements

Enablingenvironment

OrganizedFarmers

WillingBusinesses