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Link to original content: http://ekipengine.eu/tools-methods/
Welcome to the new Innovation Policy Platform for the Cultural and Creative Industries
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In complex areas of innovation and development, growth does not arise from a single point but from interactions between many actors in an ecosystem. To build capacity for and to be able to scale, we need to build strategic competence and strategic partnerships in a multi-stakeholder environment.
This can be done through working with innovation portfolios as an approach to develop the ecosystem's growth areas.
A portfolio gathers and organises the efforts to address a common challenge by facilitating and supporting collaboration and co-creation between the different actors. These actors have different types of expertise, size, influence, interests, and outreach, yet, they share the same vision and have agreed on rules for their collaboration. A portfolio is subjective, a chosen scope.
The portfolio is coordinated together with selected partners and with a common strategy for creating development.
The zone model categorises activities in the innovation process into yellow, green, and blue zones to represent different innovation phases. The model functions as a map for the partners to orient themselves and gain an understanding of when and how to do what.
YELLOW ZONE – Exploring the unknown together
The yellow zone is an open, shared, and neutral space where the mandate is quite unclear, and organisations share challenges and opportunities. Who owns what, and who will do what is not clear. It is therefore necessary to co-create and to work with neutrally and being transparent. In the yellow zone, you need to stimulate, explore, experiment, facilitate, test, and monitor the world around you to create knowledge and understanding. Organisations can share the risks of the unknown and unformulated. It is important to create relationships for future partnerships, and the commitment and presence of the participants drive the opportunities. Type of funding: Seed funding.
GREEN ZONE – Partnership in the space in between
The green zone is in the space in-between organisations. There is a need for collaboration and dialogue with shared mandates. Organizations must negotiate and create agreements about who does what, what can be done together, and how it should be done. It also includes conceptualisation and consortia building related to interests, specific projects, and partnerships. Type of funding: Project funding.
BLUE ZONE – In your own organisation
In the blue zone, the organisation decides for itself, has control and mandate. The work takes place within the structure of the own organization and with the logic by which you conduct your business. It can be business-driven and based on internal organizational development, investment logic, and scaling. Type of funding: Investment.
The Innovation Tool has been based on OPSI's Portfolio Exploration Tool and has been merged with the zone coloring. The model categorises innovation work, and is among other things, used to create an dialog tool and an overview of the types of projects and initiatives that organisations are running and which they may be missing. The model describes different innovation aspects, facets, enhancement-oriented, adaptive innovation, mission-oriented innovation and anticipatory innovation. Each facet also has its own “flavour” and methods for the best possible development. For example, in "anticipatory" it's "What if" questions, scenarios, radical and exploratory, while "enhancement" is about improvements such as more, faster and better.
(OPSI is a group within the OECD that works on innovations for the public sector.)
This model divides development into layers defined by its funding and is based on the layer model that Vinnova's Vinnväxt initiative in Sweden uses as a reporting method. The adapted model for portfolios has four levels where the first layer (yellow) covers core funding for (in this case) the core, the second layer (orange) covers project funding for projects led by the core partners or in which they participate, the third layer (green) covers project funding for partners outside of the portfolio, and the fourth layer (blue) focuses on qualitative events linked to companies and private investments.
Lund Innovation Ecosystem Portfolio Tracking (LIEPT) is a method to monitor and analyse the development of portfolios of different innovation efforts, over time, within a multistakeholder innovation ecosystem. The LIEPT model offers an approach to track and understand changes over time and to have a dialogue in a complex context.
The LIEPT model has been developed gradually through the work of the Future by Lund innovation platform. It been created out of the need to identify growth in ecosystems and of follow themes and portfolios to make them understandable and investable. By integrating different models, such as Vinnväxt's layer model (by Vinnova Sweden’s innovation agency), OPSI's innovation tool (by OECD) and the zone model from Future by Lund, a comprehensive method is created to visualise and track changes in an innovation ecosystem, for example in the form of money, time and materials, innovation characteristics, as well as critical events connected to a theme or portfolio.
1. Setting the scope: Scope setting involves defining what to monitor by specifying themes, areas, or portfolios. This is a subjective choice and perspective. Though this a start and a baseline, platform, is created clarifying who is included, what activities and areas to build and include, and thereby what to monitor.
2. Layered model: : Here development is divided into four layers. The first layer includes core funding for the scope, the second layer includes project funding for projects led or participated in by the stakeholders in the scope, the third layer includes project funding for partners outside the scope, and the fourth layer focuses on qualitative events linked to business and private investment.
3. Data collection and visualisation: The third part is based on Lund University's tool for advanced data processing of funding data from the Swedish and European public support system in combination with self-collected quantitative data. This enables visualisation of who receives funding, where it comes from and how it combines with other models to show follow-on projects and area development. The LIEPT model thus creates an opportunity to track and understand the evolution of innovation ecosystems over time, enabling actors to strategically manage their portfolios and make informed decisions for future actions.
4. OPSI's model and the zone model: This part combines OPSI's Portfolio Exploration Tool, with the zone model and divides innovations into four areas and uses two axes to understand and map innovation activities character. The zone model categorises activities in the innovation process into yellow, green and blue zones to represent different phases. Together, they can visualise the character and movements of the portfolio's activities and projects over time, which often change and have different needs.
Our methodology to assess the prioritized innovation areas begins with a thorough selection phase, where potential innovation areas are categorized and ranked based on their relevance to open innovation ecosystems and supported by at least 10 data sources.
Prioritized innovation areas include key topics such as cross-sectoral cooperation, sustainability, digital transformation, and social capital. These areas are then thematically clustered, resulting in six main clusters and a methodological meta-cluster for better understanding the complexity of CCIs: cooperation; ecosystem development; education and skills development; sustainable competitiveness; digital transition and green transition; inclusiveness and society resilience.
An important aspect of the process is the ekip validation mapping tool, which visually represents these innovation areas along two axes:
This tool helps ensure a balance between technology, humanity, and policy, offering a comprehensive view of the driving forces shaping CCIs. By highlighting emerging trends, the mapping helps prioritize areas for future exploration, addressing challenges within the CCI sectors.
This methodology not only supports innovation but also empowers creative industries to meet societal and technological shifts head-on.
ekip Policy Corner has been developed to engage CCI stakeholders and actors in open innovation-driven process with their different roles. Policy Corners are short workshops that directly and actively engage. They are spaces for the exchange of knowledge, the exploration and identification of challenges and opportunities for CCIs in specific policy areas for innovation.
Three possible aims for Policy Corners, upon which it distinguished three possible typologies:
ekip Policy Corners base their methodology on the Observatory of Public Sector Innovation (OPSI) Facets Model (from now on OPSI model) of the OECD (OPSI, 2021), because the ekip project uses it to assess policies in local ecosystems.
Innovation portfolio management guides different types of innovation inside organisations and across greater ecosystems. It involves a dynamic process of sense- and decision-making, which includes periodically assessing ongoing innovation programmes to ensure fair resource distribution and alignment with overarching goals, supporting both exploitative and explorative efforts.
Initially rooted in the private sector for financial gain and short-term projects, this approach has been emerging in the public sector, where it must address public objectives, involve external stakeholders, and have long-term impacts, aiming to prevent fragmentation, reduce reliance on isolated solutions, tackle risk aversion, and foster knowledge development. It encourages collaboration across projects, creating networks and strategies that connect activities and avoid system entrapment.
Based on years of experience with public sector organisations throughout the world, OPSI created a framework for laying out the strategic intent and purpose of innovation, allowing governments to better understand and manage multifaceted innovation. OPSI created the Innovation Facets framework, which has four facets based on four identified types of innovation:
To know more about the model and how the facets were built, consider visiting the following link
ekip Policy Corners base their methodology on the Observatory of Public Sector Innovation (OPSI) Facets Model (from now on OPSI model) of the OECD. The OPSI model describes the intent of different innovation activities in the public sector. Consequently, organisations should aim to support all four facets in some way as part of an innovation portfolio approach. The model is widely valued and recognised by public organisations and supports public organisations in mapping their innovation portfolios and ensuring comprehensive coverage of all innovation facets. In other words, the model centres on how the public sector can innovate. Nevertheless, ekip focuses on CCIs and their ability to innovate, not necessarily on the public sector. For all these reasons, ekip intends to adapt the OPSI model to be part of the Policy Corner methodology, aligning it to its goals, and to the KEM framework—which is the model that ekip structured to identify and map policy areas for innovation (refer to D4.1). Both frameworks, indeed, work on the concept of transformation and how it can be activated: on the one hand, the OPSI model focuses on how public sector organisations could innovate to stimulate different kinds of change; on the other, the KEM framework shows what CCIs can do and know to activate change and sustain innovative transitions. In other words, the two models converge on the idea that the public sector should aim to explore a variety of purposes fostering innovation across different fields and sectors, with CCIs serving as one of the many lenses through which various types of innovation can be enabled, particularly through KEMs.
Policy Labs constitute a central mechanism for developing evidence-based and actionable policy recommendations within the Cultural and Creative Industries (CCIs). A Policy Lab is designed as a collaborative space where multidisciplinary teams come together to tackle complex policy challenges facing CCIs, particularly in relation to the green and digital transitions, economic volatility, and societal shifts.
Each Policy Lab is customised to address a given policy area, ensuring that the process is relevant and effective in fostering innovation within the CCIs. The approach begins with a thorough contextual analysis to understand the unique needs of CCI actors and other stakeholders in this policy area, followed by the engagement of a diverse range of stakeholders who contribute their expertise and insights throughout the co-creation process of policy recommendations.
Adaptive methodologies are employed to tailor the co-creation tools and techniques to the specific objectives of each lab, ensuring flexibility and responsiveness to emerging challenges. Furthermore, iterative feedback mechanisms are integrated into the process to refine the outcomes, leading to robust and well-rounded policy recommendations.
The goal of these labs is to produce policy recommendations that can directly inform strategic programming at the European Union (EU) level, particularly in relation to the green and digital transitions. The recommendations are intended to enhance the innovation capacity and global competitiveness of European CCIs, ensuring they are well-equipped to navigate the ongoing transitions and contribute to sustainable economic growth.
The labs are organised in three steps:
