Organisational Innovations

Prof. R M Prasad

Innovation ?

• Process of translating new ideas, approach, process, practices, method, technologies or techniques into tangible societal impacts

• Key to growth of output and productivity

Types of innovation

• Product innovation- eg: new variety of seeds, new machineries, new food products

• Process innovation- eg: disease control using microbial inoculation, solarization, chemicals

• Marketing innovation: eg: telemarketing, warehouse receipt system

• Organisational innovation: eg: WTO, ATMA

Organisational Innovation?

• Implementation of new organisational methods/mechanisms in business practices/ functions of an organisation

• Impact on economy, market, etc- cost reducing, labour saving, environment friendly, shelf life enhancing

• Input for organisational change• Alternative to the existing practice

Organisational change

• Results from shift in underlying organisational assumptions eg: BAU model to USP model- Open field to protected cultivation

• Discontinuous from existing/previous experience eg: Social Audit of development projects

• Provides new pathways to creating public value eg: PPP, M & A

Innovation in Indian scenario

• Technology Policy (1983)• Science and Technology Policy

(2003)• Science, Technology and Innovation

Policy (2013)– Innovation implies S & T based

solutions– Decade of innovation (2010-2020)

National Innovation Council

• To prepare a road map for decade of innovation

• To evolve an Indian model of innovation focusing on inclusive growth and creating an appropriate ecosystem for inclusive innovation

• To promote setting up of Sectoral Innovation Councils and State Innovation Councils

• Goal is SRISHTI – A strong and viable Science, Research and Innovation System for High Technology led path for India

Organisational Innovations in Agriculture

• Global governance system–WTO ( AoA, Agreement on SPS, TRIPS)–UN system ( FAO, UNDP, UNEP,

UNCTAD)– International funding institutions

(World Bank, ADB, IFAD)– Consortium of Research Centres

( CGIAR- 15 centres)– Conventions and Treaties (CBD,

ITPGRFA, IPPC, UPOV)

Cases for org innovation

• Indian scenario–National Agriculture Innovation Project

(NAIP)–National Innovation Foundation (NIF)– Community Managed Sustainable Agriculture

(CMSA)– Farmer Producer Companies (FPOs)– Agricultural Technology Management Agency

(ATMA)–NRLM through institutional platforms-

Kudumbashree, SERP

A case for alternative process

• Alternative process for strengthening organisational performance – Convergence

• Alternative to conflict (social process)

• Alternative to co-ordination (administrative function)

Convergence as an organisational innovation process

Outcome of effective planning resulting in pooling and sharing of resources and effective and efficient functioning of the organisation

To be evolved, not imposed

Why convergence?

• Avoids duplication of efforts and redundant actions

• Ensures transparency and accountability in governance

• Improves quality of services provided

• Enables sharing of resources for common objectives

• Augments the capacity of various stakeholders

Contd…

• Acts as a catalyst in the process of inclusive development

• Develops effective linkages with various development initiatives

• Co-ordinated energies can be leveraged

• Helps to identify new opportunities and options

• Results in effective monitoring of outcomes

Principles of Convergence

Must add value to something that already exists

Should amplify the benefits of the individual counterparts

Should result in sustainability of outcome

Should lead to sharing of benefits equitably (win-win)

Forms of Convergence

Gap filling ( Co-convergence)

Dovetailing (Additive convergence)

Value addition (Convergence plus)

Scaling up ( Multiple convergence)

Types of Convergence

Inter-sectoral Convergence

Joint Convergence

Functional Convergence

Institutional Convergence

Institutional Convergence

• Convergence of different institutions working towards the same objective– Eg: skill development (ITIs, KVKs,

RSETIs, DICs, SDCs, etc)– Capacity Building and Livelihood

Schools of Sikkim

• Convergence of public sector, private sector, NGOs, CBOs, etc– Eg: PPPP

Varied forms

• Platform based convergence eg: Institution based platform like Kudumbashree (Kerala), SERP (AP) ; IT based platform as in the case of e-krishi, e-marketing, etc : Media convergence

• Product based eg: Bamboo, Rubber, Processed food

• Service based eg: IT enabled services (video, voice and data, multi utility services)

• Organisation level convergence eg: ATMA • Convergence of HR eg: expert consultations,

solution exchange, discussion forum, etc• Resource convergence eg: Cross subsidisation

Factors Hindering Convergence

• Silo attitude – compartmental approach• Turf war – fear of loss of control over

resources- unwillingness to share information• Hierarchical conflicts – vertical &

independent lines of command• Unrealistic time lines for planning• Resource hunger- willingness to take, not to

give• Target oriented, not result-oriented

implementation• Plan fatigue – present style does not promote

integration and linkages• Incongruence between words and actions

What is Needed?Decide contours of convergence

Negotiate implementation level challenges

Assess different perspectives on the processes that produce convergence – individual, group and system

Match between capacity to converge, demand for convergence and willingness of organisations to converge

Suitably replicate successful cases of convergence

Paradigm Shift

Allocation based targets &

achievements

Outcome based T&A monitoring

Directed Interventions

Negotiated Interventions

Planning for Schemes

Planning for Activities

Identify thrust areas & components and match with schemes

? Change for Convergence!

Exclusion

Inclusion

Duplication

Dovetailing

Leakages

Linkages

Independent

Interdependen

t

Energising

Synergising

Command

Collaboration

Convergence partnership is the need of the hour

Efforts to create enabling environments that support and sustain multi-field, equity focused partnerships to evolve towards performing common tasks to achieve the common objective

Vision of Change

Functional and resource autonomy for receptive & responsive Governance

enabling convergence

Maximizing outcomes through

coordination,

collaboration &

cooperation

From Wish Plan to

Workable Plan

Transparent and

accountable delivery

mechanism facilitating participatio

n

Thank You