My activities in the last months

So what have I been up to in the last few months?

At the moment I am working with several industry organizations and development institutions in South Africa on topics that are all interrelated around the topic of upgrading of our manufacturing sector. This involves working both on the softer issues such as facilitation of processes, building trust, identifying patterns, mobilizing stakeholders and lobbying for change to both government and the private sector. Another dimension of this work is to assist meso level organizations created to stimulate upgrading and competitiveness of industries to design better and more relevant programmes, developed organizational plans, and diagnosing industries to find systemic intervention points. I am involved in several cluster development programmes, and I am also working quite a bit with universities to better respond to the (often unarticulated) needs of industries. Lastly, I am assisting several large international and national buyers to develop their South African supply chains. This work is partly fueled by the public sectors increased emphasis on localisation.

For me all of this can be summarized under the heading of upgrading innovation systems, and building new industrial competencies. Sometimes I describe it as modernizing industries, or to stimulate technological upgrading of industries and regions. My customers do not often use these words.I thought it would be interesting to perhaps share with you how some of my current customers describe the work I am doing. I will not share their details due to the sensitivity of the work I am sometimes involved in.

The universities I work with describe my work as :

  • stimulating industry- academia relations around upgrading and regional innovation,
  • facilitating the improvement of technology transfer,
  • developing industry partnerships, research strategies and applied research programmes. This involves improving innovation within the academia
  • improving innovation systems that the university forms part of by designing appropriate support programmes

The industry development organizations I work with describe my work as:

  • facilitating the improved competitiveness of industries,
  • facilitating change processes in industry in order to unlock new markets and improve competitiveness,
  • developing public sector programmes that are responsive to the needs of industries.
  • High level policy advocacy and industry partnerships

For the government officials that I work with my work is:

  • developing industry – government partnerships,
  • supporting the development of local industries,
  • brokering partnerships,
  • shaping policy based on industry insight and
  • developing practical development programmes.

Why do I share this with you? The insight for me is that I am using a limited number of tools (mainly facilitation skills, some insight into manufacturing and technology transfer, insights into innovation systems, organizational development and a fearless approach to engaging with industry leaders) to work with a largely overlapping set of stakeholders.

Although I think that I am basically doing the same kind of work, my customers describes my work in completely different ways, even if ALL my current customers have the same objectives (they all want to improve manufacturing competitiveness and grow the local industries).

This work is all based on process consulting and I am very happy that I have a complementary set of customers that are all eager to work together to achieve our common goals. The work is very intensive and I am also grateful that I have contracts that have sufficient time and sufficient flexibility in so that my work can be supportive and responsive to the people I work with.

 

Note 1: Right at the moment I hardly work for any donors agencies in South Africa, mainly because private sector development and especially innovation system promotion in South Africa is not very high on their agendas. I do however assist with capacity building, coaching and programme design work occasionally.

Note 2: One important contract is with GFA on behalf of GIZ where I am supporting several technology stations at universities to improve their technological services to the industries they work with. This work is included in the descriptions above about the work I do for universities.

Note 3: The work I am currently doing is all possible due to the experience I have gained by working for organizations such as the GIZ (then GTZ) on issues such as innovation systems, university industry relations and local/regional economic development.

Making excuses

Thank you for those that asked me why I have not posted in such a while. Other than procrastination I do have two excuses, one positive and one negative. One excuse is that I have been too emotional to write because of the terrible violence in our South African mining sector. The massacre at Marikana was not the start, nor was it the end. I have been to afraid to say anything about this issue on my blogsite so I will keep my mouth shut on this tragic and complex issue.

The other reason is that I’ve had a great response on my previous e-mail that even resulted in me having to speak at some events about there being more to value chains than just diagnosing a value chain. Thank you Paul for drawing me into your organisation to address your team about diagnosing value chains in complex environments. Thank you also to Tim, Marcus, Bart, Frank for your comments and stimulating correspondance.

I am still here. Still working on my beloved manufacturing sector. Still committed to sharing….

There is more value to the value chain than adding value to products

I am supporting value chain practitioners in various programmes where I am coaching, teaching, supporting, pushing and pulling experts. This is one of the perks of my job as I get to look over the shoulders of practitioners working all around the world on commodity, agricultural, manufacturing and service value chains.

While marking some assignments for a course I am tutoring for the ILO I realized that many practitioners are trapped in a particular chain, just like the actors that they are trying to empower. With trapped, I mean that they are working with the actors and the chain for the benefit of the chain. They completely miss the broader impact of their work. (I know that this is often more the fault of the people who design programmes, more about this elsewhere in my blogs).

Let me explain.

For me a value chain is something we construct so that we can understand a part of a sub-system. If you are diagnosing a tomato value chain then it is true that you are getting a deeper understanding of the tomato system. But you are also gaining an insight into an agricultural system, a regional system of stakeholders and communities, but also an insight into the national or maybe even global economy. While some value chains exists in a very formal way, with contracts linking the different actors, most value chains can rather be described as temporary social phenomena. Temporary because they tend to change over time.

Back to my main argument. While it is true that value chains are known by their end products or markets, there is more to a value chain than just the conversion stages of a product/service. Value chains show us how an economic system works. It show us how responsive institutions and supporting organizations and indeed a whole society is towards economic activities of a certain kind. Value chains also tell us some fluffy yet important things about the society it is framed by. It tell us something about the social relations, the search costs (finding people to do business with), the social capital (how well we trust each other, how easily we collaborate), the enabling environment, and the returns on investment and effort in different parts of the system.

So if we find that tomato farmers are not very sophisticated, that they have poor market relations, that entry barriers are very low hence nobody has an incentive to invest, that suppliers are dishonest, that there are some new market niches developing but that nobody knows, that intermediaries have disproportionate power; I am not surprised at all. In fact, your findings are rather typical, even predictable in some sectors. What I am surprised by is if you treat this like it is a unique finding contained only to the tomato farming sector. The chance that these characteristics are contained only to those involved in the tomato chain is rather slim. This is the real risk of having a too narrow product focus.

Yes. Value chains are known by their end markets or products. But no, we are not locked into a product. We want to understand the system better so that we can support the emergence of institutions, market systems and interventions that make the whole system work better. Those issues that I outlined before in my tomato example can be verified in the sectors or crops around it. In my experience, many crops or business sectors sometimes have similar challenges. Therefore instead of trying to work at a low scale with some tomato farmers, you could possible be working with 10 crop types in a region, involving 1000s of farmers, and maybe a dozen supporting institutions. Few extension services for instance focus on one crop, they often handle a variety of crops, animals and markets. So you have to try and understand what each kind of economy activity (like farming with tomatoes) have in common with other business types or farms, and then what is unique. When you do this you often find that the actors in the chain have far more in common than the product or crop. They could all be equally unskilled, equally under-capitalised, equally vulnerable to market fluctuations, equally exposed to poor contract enforcement, or monopolies. This is how we get to real systemic interventions.

But the idea should never be to promote some products. This is the job of business people and entrepreneurs, not development practitioners. No, development practitioners should try to understand and strengthen the system. We make the features of the system that is overlooked or not visible to stakeholders more apparent. I also dislike it when practitioners start with an hypothesis that profit is unfairly distributed, or many of the other typical biases that exists in this field. The simple truth is that investments in economies flows to where there are (visible) returns. If it becomes more profitable to invest in retail than in manufacturing or farming, then this tells us something about the system. It is an important finding in itself which then allows us to ask the next question “how to make farming more profitable for investors (farmers and the poor are also investors)?”.

Your value chain has more value in it than the value added at each stage of the chain. What is valuable is the insight you are gaining about how a part of the economy works. Don’t become a product promoter. Be a system builder.

Feel good Friday – supporting a viral add

Hey, its Friday. My favorite day to catch up on publications, e-mails and the occasional meeting with a business person that inspires me.

Coca Cola just released a new commercial that makes you feel good. This add has gone viral, so I am probably fueling the fire. Please note, I don’t receive any money for this promo. Although donations are always welcome!

Why do I post a link to a sugar drink? Well, because in my day-to-day visits to businesses, I realize that in South Africa the business people are starved of good news. This is not the fault of the media, they report on the mood. The constant stream of bad news is caused by poor leadership, both in business and government. Actually, the business mood here is much worse than some of the other countries where I work, despite the general framework conditions here being much better. The reality is that the current absence of value or principle based leadership is sucking the batteries of business dry. This then affects their investment outlook, their innovation priorities, even their willingness to appoint more staff. Poor leadership that is visible sends the wrong signal, it creates an atmosphere were people hold back, they wait and see. Good leadership that is visible and clear inspires action, it inspires taking risk, exploring new opportunities for growth. It creates incentives to go out and do something, like create new markets, new models.

Why do I bother with this message? Am I not just making matters worse?

Listen, out there. Business needs some good news. There are so many good things happening in this country. So many breakthroughs in the social, business and government sectors. We have businesses inventing new things, entrepreneurs creating new markets, we have hidden global champions (like Naspers) and we have some excellent public officials serving here and internationally. But we don’t celebrate enough. Even when we beat the English in rugby we celebrate quickly and then switch to complaining about something else.

So here is the add. Watch it and feel good. Then go and invest in creating something new.

[youtube=http://www.youtube.com/watch?feature=player_embedded&v=auNSrt-QOhw]

According to Coca Cola, the add insists that people look at the world a little differently. The clip offers some funny, some silly, some moving and inspiring clips from CCTVs around the world. The new ad is made up of all the “sweet, everyday moments” that people miss, and not the usual footage one would associate with security camera footage like burglaries, fights and accidents. The soundtrack to the add is the 1977 hit Give a Little Bit by Supertramp.

Come on Nandos, give us some good news about South Africa. Seems government and business is generally too busy complaining to inspire us!

Event Announcement: Diagnosing and strengthening local and regional innovation systems

On the 28th of August I will present a practical workshop in South Africa as part of the 5th Innovation Summit. Last year’s summit was one of the highlights of my year and I look forward to contributing to this event.

The workshop I will be presenting will concentrate on how to diagnose an innovation system, and then what to do about improving the innovation system. We will ONLY accept 20 participants, so early bookings are essential. The cost per participant is R3420 all costs included. For more information visit the workshop page here or click on the logo.

During the workshop we will cover the following content:

  • Main theoretical principles of innovation systems
  • distinguishing between national, local and regional and sector innovation systems
  • understanding the difference between innovation within firms, and innovation systems
  • The relationship between the region and innovative performance of industries
  • 4 lines of inquiry to diagnose the factors that affects the performance of a specific innovation system
  • Different analytical instruments that can be applied to understand elements of the innovation system
  • aligning public and private supporting institutions to the innovation needs of an industry
  • facilitating a process of incremental change within an innovation system

If you have already attended my workshop before, then take a look at some of the other great speakers that will be presenting pre-summit workshops before the Innovation Summit:

  • * Claire Janisch will take delegates through Biomimicry which is a totally new and different way to look for innovative solutions based on nature’s problem solving capabilities. Claire is back after feedback on her workshop was outstanding and “we want more”.
    * Dan Buchner from the Centre for Creative Leadership is coming from the US to share his knowledge and insight on innovative leadership skills – leading innovation teams and how to create a culture for innovation to thrive.
    * Prof Deon de Beer will have his very innovative Idea to Product Lab set up and fully functional. You will learn about the basics of design right through to producing your physical prototype during the workshop. If you have an invention waiting to be made into a physical product, this is the workshop for you.
    * Klaus Schnurr from the UK will take delegates through a process where he will teach you how to synthesis transferable best practice methods, tools and techniques and will explain the key steps that companies in Africa can use to explore trends and generate scenarios to identify innovation platforms for future growth.
    * Vasintha Pather’s workshop is ideal for anyone who facilitates thinking, workshops and sessions as a full time job or within an organisation. Using graphic facilitation methods enhances the learning and take aways for everyone

During the main event of the Innovation Summit I will present a paper about the importance of moving from business model to business model innovation.

I will also launch my book titled “The fundamentals of innovation system promotion for development practitioners” during the Innovation Summit.

The MaFI-festo: changing the rules of the international development “game” to unleash the power of markets to end poverty

I am supporting great initiative of the Market Facilitation Initiative. Lucho submitted the online debate we’ve been having since 2008 into the annual Harvard Business Review/McKinsey M-Prize for Management Innovation (called MIX). I am a member of the MaFI discussions.

Lucho provides the following short summary “Bilateral and multilateral donors and NGOs re-write the rules of the International Development Cooperation System to unleash the real potential of markets and the private sector to end poverty at a large scale… easier, faster and cheaper. How? Through trust-based partnerships, complexity science, effective organisational learning, systemic M&E and co-evolutionary experimentation.”

The solution offered by Lucho (based on the MaFI dialogue) is:

A series of national and international conferences, seminars and workshops to bring donors, NGOs and leading firms to identify the rules of the development “game” that need to change to make market development initiatives more inclusive, accountable, responsive, innovative, holistic and cost-effective.
MaFI (The Market Facilitation Initiative) started in 2008 and has more than 240 experts from all over the world working in NGOs, donor agencies, private firms and academic institutions. The aim of MaFI is to advance policies and practices based on facilitation and systems thinking to make markets work better for the poor and the environment. MaFI is a working group of The SEEP Network with the technical support of Practical Action.

After almost two years of of discussions, MaFI members produced a manifesto (The MaFI-festo) which has three main objectives:

  •  To focus the attention of key stakeholders on a set of strategic changes that are urgently needed if the international development system is to effectively harness the full potential of markets to reduce poverty at scale and protect the environment
  • To promote convergence and collaboration between bilateral and multilateral donors, practitioners and academic researchers working in the fields of “aid effectiveness” and inclusive markets.
  • To inspire NGO leaders to promote the adoption of systems thinking and facilitation approaches in their own organizations and networks to increase their ability to interact with the private sector and leverage the full potential of inclusive market development programs.

The MaFI-festo focuses on four areas (in no particular order of importance):

  1. Changing how we work in the field
  2. Balancing flexibility and accountability
  3. Building the capacity of facilitators
  4. Changing what and how we measure change

The MaFI-festo will give content and focus to the series of conferences, seminars and workshops mentioned above. These are called the MaFI-festo Dialogues.

What must you do?

To see the application go to http://www.managementexchange.com/node/62551

Find out more about the M-Prize go to: http://www.managementexchange.com/m-prize/long-term-capitalism-challenge

We need you to:

Comment, vote and throw in your ideas!

With each comment, like, or Tweet our submission goes up in the rankings!

Link: Why dont they want what we know they need by Charles Kenny

Take a look at this post by Charles Kenny at the Centre for Global Development about why people don’t absorb technologies that we know they need!

Lazy linking

Yes, I know its been a while since I have posted. Actually my previous posts have resulted in several invitations to make presentations at different events. Thank you to my readers for making those referrals.

While I get my head around my research work I can recommend the following three articles:

1. An article on the Daily Maverick by Marelise van der Merwe on entrepreneurship, crime, the relationship between the two and a possible solution. I have argued before that many of our criminals are misguided entrepreneurs – seems there is some evidence to support my argument.

2. Jerry Schuitema’s Heroes in the workplace article posted on Moneyweb.co.za is about how business leaders should involve labour more in their companies. He argues that the involvement is essential and possible – and I agree with him!

3. Take a look on the critique by Marcus Jenal on a article that appeared in the Economist. It is called “Simplify and repeat?” Rather Simplify and Evolve.

 

 

Why is private sector development such a low priority in Sub-Saharan Africa?

I will start my post by linking to another blog from Kenya. The blogger makes reference to a report by Robert Wade, professor of political economy and development at the London School of Economics, which discusses the role of industrial policy in Asia and how donors completely neglected it in Africa. In essence, Prof Wade compared the economic development activities of donors in Asia with development efforts in Africa.

I can’t help but wonder why industrial development is such a low priority for Africa.

Although donors generally respond to the demands from their developing country counterparts, I know from experience that donors also have preferential aid packages. But why is private sector development such a low priority? Why are we not seeing the same kind of productive infrastructure and technology transfer into Africa that we saw go into Asia? Even donors with “Sustainable Economic Development” Programmes are more concerned with rural development, gender and limited agri-processing support. What about building new industries, new processing facilities, new productive capacity in Africa? Instead the focus as at a micro level, and perhaps at some regional level.

Please don’t tell me it is because the enabling environment is not right. When it suited Western countries they invested in autocratic countries with very poor human rights track records.  Billions of dollars went (and still go) into countries without an enabling business environment. Most countries in Africa today are at a better governance standing than their Asian counterparts were in the 1980s-1990s.

Just thinking out loud. What can we do to make industrial development more important in Sub-Saharan Africa?

Is there a hierarchy of the different levels of innovation?

In my daily work I often switch between working on firm level issues about innovation to working on the more systemic level of innovation systems. My focus is mainly on the institutions that are trying to get whole regions or sub-sectors to uprgrade technologically. In other words, they want modernization of a particular sub-sector or region for a specific reason.

In the last few years I have noticed some patterns that explain why these technology intermediaries are not hitting their targets:

1) they focus mainly on the micro level of the firm, and don’t move to the innovation system level. Moving from one firm to many is not necessarily systemic or holistic.

2) an underlying assumption in many Technology Transfer or economic development programmes with an emphasis on technology is that the problem is that firms cannot innovate (for whatever reason), therefore agencies must innovate on their behalf. It therefore takes a very narrow perspective that innovation is about products or processes, and that technology is about hardware + training. It completely miss the point that innovations emerge from within a specific framework, and that giving a firm a new product on a platter is not technology transfer nor sustainable.

3) a third pattern is the assumption that improving innovation in industry is an engineering problem (see my post on what is meant with technology). It completely ignores that fact that an innovation system is a dynamic system that is mainly about how different economic agents interact, engage, share information, learn together, and remember (learn) what works and what doesn’t work. Freeman (1987:1) defined an innovation system as “the network of institutions in the public and private sectors whose activities and interactions initiate, import and diffuse new technologies.” The emphasis is mainly on the dynamics, process and transformation of knowledge and learning into desired outputs within an adaptive and complex economic system.

4) Innovation is somehow disconnected from creativity and creative thinking. Creativity in innovation is all about getting different people to think together. Maybe they agree, most often they don’t. But somehow they need to recognize constraints, threats, opportunities and then work from there. It requires some tension and often a lot of argumentation. It isn’t serendipitous journey. It requires strong leadership and a lot of guts. And it takes time.

Let me stop here.

Earlier in a post I have written about the different levels of innovation that are commonly identified as:

  1. Product or service innovation
  2. Process innovation
  3. Business model or organizational innovation
  4. Social or societal innovation

The funny thing is that everyone is focusing on helping firms to develop new products or maybe even a better process. Yet, the biggest obstacles to product and process innovation is not a lack of effort, or funding or ideas. It is complacent or outdated management, or perhaps business models that worked in another time but that has not kept pace with change. How often do we hear that someone we know or even a whole group quit a firm to start their own enterprise because management wouldn’t listen to their ideas?

Lets get practical. For example, large parts of our South African manufacturing sector is focused on the manufacturing of components designed somewhere else in the value chain. This is most likely explained by several factors including the concentration of corporate ownership in a few industrial holdings (a left over from sanctions and import substitution) and the presence of highly organized supply chains in many sectors like Automotives or electronics. Partial success in getting larger firms to compete internationally, combined with local framework conditions that inhibit the growth of small firms (for instance inflexible labour laws, collective bargaining, Black Economic Empowerment and a preference to procure through tenders) re-inforce this pyramid structure, with many component manufacturers at the base and product integrators (OEMs) at the top of the pyramid. The product owners dominates both their supply chain, the product architecture and the performance criteria. Most component manufacturers are squeezed both on their margin but also on the processes that they may use.

Are we getting things the wrong way around?

To help manufacturers to design new products and services is not entirely a bad idea, but this doesn’t address the systemic problem. We need business model innovation. We need new OEMs to emerge with new product combinations that draw on existing or easy to develop component competencies. Or we need some business model innovation where some traditional component manufacturers expand their business by manufacturing their own products. Perhaps we need some manufacturers to diversify horizontally, or vertically.

I have played with this idea with students in my classes, and almost all business model innovations will lead to interesting product, service and process innovations. However, we can generate long lists of product/service and process innovations that have not resulted in business model innovations. Partly because these firms cannot sell their new innovative products to their existing customers, they also need to diversify their markets which sometimes requires a completely different business approach.

To stimulate a sub-sector or a region to upgrade cannot be achieved only by helping one firm or a few firms at a time. Somehow we have to challenge management models, we have to help business people identify areas for management innovation. This will result in business model, process and product/service innovations that are self perpetuating; meaning businesses can do it again and again because their competence have increased. Actually, the best impulse into innovation is still modern management that is strategic not only about the internal dynamics of the enterprise, but that is also looking outside of the firm into the market place, at their collaborators, new technologies and their competitors. With firms that are aware of what is going on inside and outside the discussion about innovation is a fantastically creative discussion about what is possible or impossible, with the latter gives rise to very interesting discussions. But a firm that is under-managed or managed with outdated principles is very difficult to assist. Giving the latter group a new product, or taking them to a new market simply won’t do the trick.

Perhaps this is where creative destruction of Schumpeter comes in. Sometimes the only way to upgrade a sector is to allow enterprises with new combinations of management, ideas, products and processes to outcompete older more complacent firms. Hopefully some of the incumbents will at least be able to imitate the signals from the new entrants.

I propose a toast to business model innovation.