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Scaling and sustaining change
Nick BlandCo-Director, What Works Scotland
Aberdeen Community Planning Partnership Board6 July 2015
Background
• Review of the research evidence on ‘scaling-up innovation’: – 175 studies reviewed: international and cross-
sectoral • Drawing out the common findings from this
diverse evidence base
‘Scale-up’ & spread
• This is a particular approach to change:– But is it less risky? More liable to success?
• It focuses on clearly-bounded small-scale innovation, identified as ‘successful’:– Is there clarity about the boundary?– A clear and shared understanding of the success?– What works, for who, how and in what context?
The scaling process• This is a complex, non-linear process of change:
– It needs preparation, time, sustained commitment and resources
• Need a clear understanding and assessment of the new social and organisational setting – Readiness? Compatibility?
• There must be a robust focus on the ‘core elements’, but scope for necessary adaptation to suit new context
• A shared and common understanding and belief – ‘heads and hearts’
• Support staff in the new context – not passive recipients of change
Leadership
• Distributed leadership; across levels and between partners
• Collaboration and networking, knowledge exchange
• Infrastructure that fits with size and complexity• Generating an ‘innovation narrative’• The impact on staff
