Evaluating a space for co-innovation: Practical application of nine principles for co-innovation in five innovation projects

Abstract

Primary Innovation is a 5-year collaborative initiative demonstrating and evaluating co-innovation, a systemic approach to innovation addressing complex problems, in five “innovation projects” (active case studies) in different agricultural industries. In defining the elements of co-innovation, Primary Innovation has emphasized nine principles that guide activity in the innovation projects. To understand how useful these principles were in guiding practice, and their influence on co-innovation, project participants assessed and reflected on how the principles were applied in practice, issues that arose, how each influenced the project, and how important each principle was perceived as being in influencing project outcomes. The nine principles should be understood in each individual project’s context because their appropriateness and usefulness were affected by the type of problem being addressed and the stage of the project. It was also evident that they need to be built into the process from the outset.

Addressing complex challenges using a co-innovation approach: Lessons from five case studies in the New Zealand primary sector

“…So depending on the problems' complexity, different approaches need to be chosen, defined as dynamic research configurations by Schut et al (2014), or these are dictated by circumstances. The question for each project faced was: 'which one(s) of the nine co-innovation principles (Coutts et al, 2016) is/are most important to achieve change and when should they be applied to best effect?' The extent and depth to which co-innovation principles were applied differed between projects.…”

“…Each of the projects applied nine principles of co-innovation that underpin and inform activity. These principles were adapted from Nederlof et al (2011) and were deliberated on by Coutts et al (2016).…”

Innovation networks to stimulate public and private sector collaboration for advisory services innovation and coordination: the case of pasture performance issues in the New Zealand dairy industry

“…(2) Shared vision: At the first meeting held in August 2010, a shared vision was agreed amongst group members: 'To restore dairy farmers' confidence and competence in pasture renewal'. This shared vision proved to be very important to the ongoing function of the group as it provided common focus and ownership amongst group members (see also Nederlof andWongtschowski 2011 andCoutts et al 2016). Reassessing this vision in 2014 helped with making sure that the (although renewed and broadened) vision was still shared (Van Mierlo et al 2010).…”

“…(3) Variety of relevant actors: A third success factor in the set-up of the PILG was the representation of all actors in the pasture renewal process (see also Coutts et al 2016). This was important because messages were agreed that were workable for all sectors not just selected components.…”

Using a co-innovation approach to support innovation and learning: Cross-cutting observations from different settings and emergent issues

“…Nine principles for co-innovation in practice are discussed by Coutts et al (2017) in their paper 'Evaluating a space for co-innovation: Practical application of nine principles for co-innovation in five innovation projects'. They showed how the activities of five co-innovation projects in New Zealand were guided by nine principles that are based upon Nederlof et al (2011).…”