Tools

[see WB search "innovation tools" produces case studies also]

Best Practices in Assessment of Research and Development Organizations: Panel for Review of Best Practices in Assessment of Research and Development Organizations
Laboratory Assessments Board, Division on Engineering and Physical Sciences, US National Academies Press 2012. Download free document from: @http://www.nap.edu/catalog.php?record_id=13529&utm_medium=etmail&utm_source=The%20National%20Academies%20Press&utm_campaign=NAP+mail+new+10.09.12+B&utm_content=Downloader&utm_term=

The report offers assessment guidelines for senior management of organizations and of their parents. The report lists the major principles of assessment, noting that details will vary from one organization to another. It provides sufficient information to inform the design of assessments, but it does not prescribe precisely how to perform them, because different techniques are needed for different types of organizations. Three key factors underpin the success of an R&D organization: (1) the mission of the organization and its alignment with that of the parent; (2) the relevance and impact of the organization’s work; and (3) the resources provided to the organization, beginning with a high quality staff and management. Other resources include its budget, facilities, and capital equipment.

Smart Innovation: A Practical Guide to Evaluating Innovation Programmes
A Study for DG Enterprise and Industry @ftp://ftp.cordis.europa.eu/pub/innovation-policy/studies/sar1_smartinnovation_master2.pdf

Different approaches to evaluation are set out and the scoping of evaluation studies examined. The range of methods that can be brought to bear are briefly set out, together with a discussion of the issues that arise in terms of impact assessment. Finally the Guide concludes with a discussion of the reporting, use, and embedding of innovation programme evaluation. Key points:


 * The culture of evaluation is developed to a very uneven extent around Europe, and while this suggests that there are countries and regions that are underutilising the approach, at least it means that there is good practice we can draw upon. In the more advanced cultures, evaluation has moved on beyond being a simple auditing of performance, and is becoming an integral part of a learning-based approach to policymaking and programme formation.
 * Evaluations can cumulatively provide increasing insight into the operation of the innovation systems within which innovation programmes are seeking to operate.
 * Innovation programme evaluation can learn a great deal from experience in research programme evaluation, but this area of evaluation poses challenges of its own that need to be addressed.
 * There is no “magic bullet” in evaluation: no single method that can answer all of the main questions of an evaluation study, and be applied in all types of study. Typically, evaluations will need to use a mixture of methods chosen to fit the needs of the particular study.
 * Effective use of evaluation requires informed users, who appreciate the necessary limitations of any individual evaluation study. The informed users mentioned in the last bullet point will value the contributions of evaluation to the policy process, and are likely to voluntarily serve as ambassadors for innovation programme evaluation. It is hoped that this Guide will be helpful to such policymakers as well as for actual and potential evaluation practitioners.


 * Chapter 1 INTRODUCTION ||  || 19 ||
 * Chapter 2 WHAT IS THE EVALUATION OF INNOVATION PROGRAMMES? ||  || 21 ||
 * Chapter 3 WHY EVALUATE INNOVATION PROGRAMMES? ||  || 34 ||
 * Chapter 4 EVALUATION APPROACHES ||  || 58 ||
 * Chapter 5 SCOPING THE EVALUATION OF INNOVATION PROGRAMMES ||  || 72 ||
 * Chapter 6 CHOOSING AND USING METHODOLOGIES FOR EVALUATION ||  || 100 ||
 * Chapter 7 EVALUATING IMPACTS ||  || 148 ||
 * Chapter 8 REPORTING ON EVALUATION RESULTS ||  || 166 ||
 * Chapter 9 MAKING THE CASE FOR EVALUATION ||  || 176 ||
 * BIBLIOGRAPHY ||  || 196 ||

Trade Competitiveness Diagnostic Toolkit
World Bank 2012 @http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/03/09/000356161_20120309012706/Rendered/PDF/673620PUB0EPI007869B009780821389379.pdf

This Trade Competitiveness Diagnostic Toolkit has been developed with the aim of offering guidance to assess an economy’s trade competitiveness. The Toolkit offers a framework and analytical instruments that can be used to undertake a systematic assessment of a country’s position, performance, and capabilities in export markets. Combining quantitative and qualitative tools, the Trade Competitiveness Diagnostic Toolkit allows for a rich analysis of a country’s trade performance, identification of the main factors that constrain it, and development of targeted policy responses to improve the competitiveness of its firms. The Toolkit is designed to be useful both to decision makers as well as for practitioners—it provides a wealth of materials, including policy case studies, tools and indicators, and guidelines for field research, as well as background reading on key policy areas and instruments that affect competitiveness.

A Tool for Leadership Development Institutional Change
@http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2008/08/11/000333038_20080811042145/Rendered/PDF/449600BRI0Box0327425B0find29001PUBLIC1.pdf

The article is based on the summary from the volume Leadership for Development Results. This volume is a compilation of country case studies from the "Leadership and Change Forum," Marseille, France, October 2007. The complete case studies as well as more information on the Forum can be found at the World Bank Institute (WBI) Leadership Development Services website: [|www.worldbank.org/capacity/leadership]

Knowledge sharing and innovation in the Africa region: a retrospective
World Bank 1998 @http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/1999/11/05/000094946_99102605302280/Rendered/PDF/multi_page.pdf

This report relays the Africa Region's experience in knowledge sharing and innovation. Specifically, the report answers the following: What was the context for innovation? What were the main features of the strategy? How do we measure impact to date? What challenges lie ahead? And what are the main lessons learned? There had been examples of knowledge hoarding behavior among staff. The new focus is on how to make good knowledge behavior more widespread and how to use modern technology to help capture our knowledge of best and worst development practices, and share this knowledge more efficiently and more effectively across the institution. The main features of the knowledge sharing strategy involved emphasizing a phased approach, including learning pilots and building on early lessons to adapt tools and processes. This meant capturing and retrieving institutional knowledge and investing it later in enhancing the quality of knowledge objects, and making knowledge-sharing tools more user-friendly. It targeted the staff primarily, and tested external demand as well. Other strategy elements included establishing a focal point to catalyze, facilitate, and coordinate knowledge-related activities; and raising awareness among staff and managers about the benefits of modern tools to facilitate knowledge sharing. Impact has been measured by increased demand and knowledge-sharing among colleagues and with clients

How innovative is your agriculture? Using innovation indicators and benchmarks to strengthen national agricultural innovation systems
@http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2008/08/01/000334955_20080801044907/Rendered/PDF/448700NWP0Box327419B01PUBLIC10ARD0no1041.pdf

This paper explores the application of the innovation systems framework to the design and construction of national agricultural innovation indicators. Optimally, these indicators could be used to gauge and benchmark national performance in developing more responsive, dynamic, and innovative agricultural sectors in developing countries. The paper develops a conceptual framework that ties the innovation systems framework to the agricultural sector; reviews how the framework has been used to develop innovation indicators in other fields; discusses a set of potential innovation indicators for developing-country agriculture; and identifies potential data sources and methods for constructing different types of indicators. Ultimately, the paper aims to inform national and regional stakeholders, policymakers, development partners and researchers who are interested in developing or using indicators as a tool for designing evidence-based agricultural innovation policies.

Lessons from Scaling up: Developing value chains for wool - Lessons from Mongolia
@http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/06/06/000356161_20120606024540/Rendered/PDF/695720BRI0ARD000Box369256B00PUBLIC0.pdf

"One key recommendation for the new report – derived from this case study and two others – emphasizes the need for a simple and effective Theory of Change (TOC) This project’s TOC rests on the claim that improving the average grade of fiber and formally certifying this improvement can serve as a catalyst for increased benefits for all sectors in the value chain. This TOC targeted the problems of the quality of raw material and the development and consolidation of the whole value chain within Mongolia. In order to bring about this Theory of Change, training and information was provided to herders to increase their awareness of the benefits of improved quality – increasing incentives to improve and certify the quality of their raw products. A fiber grading laboratory was established outside of the capital, Ulaan Baatar, in order to make access to these services easier and more affordable."

Lessons for scale up are noted.

Lessons from Practice : Assessing Scalability
@http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/08/23/000425962_20120823151308/Rendered/PDF/707670ESW0P1190essons0from0Practice.pdf

Attempts at innovation promise to demonstrate viable approaches that can be widely expanded or replicated to increase agricultural and rural incomes and well-being. Innovations are also risky; not only may they fail, but they also consume scarce resources and the energies of communities involved. Initial tests of innovations are usually small, but they need to provide guidance to implementers and funders on whether or not to go to scale, and how. This report builds upon a literature review, desk studies of 22 World Bank Development Marketplace innovative projects, field studies of three promising innovations and surveys of selected stakeholders in the innovations. It identifies simple sets of questions and tools for designing and then quickly judging which innovations should be encouraged to scale up, and how. It concludes, in brief, that innovations should be simple, strategic and readily monitored. Scaling up needs local legitimacy and ownership, leadership, and an implementing organization with capacity to learn and grow. It needs time to prove the effectiveness of the implementation and build the conditions for scaling. It needs a champion who can put the innovation on the agenda of key stakeholders in scaling up and play a role in bridging actors and eliminating roadblocks. It needs to be moving toward financial viability, either by being cost covering, moving to private sector adoption, or accepted as a public good. There need to be incentives for scaling up. Finally the decision to scale needs to be revisited again and again during implementation.


 * ===Facet=== ||  || ===Pages=== ||
 * Table of Contents (see for individual cases) ||  || 3 ||
 * Executive Summary ||  || 7 - 12 ||
 * Understanding innovation and its scalability potential from the beginning ||  || 19 - 30 ||
 * Chart 2. Examples of simplifying and complicating factors in implementing scale-Up ||  || 31 - 34 ||
 * Chart 3. Drivers of scaling up ||  || 38 ||
 * Chart 4. Spaces: Opportunities and threats ||  || 39 ||
 * Chart 5. Simplicity and complexity index of scalability ||  || 41 ||
 * Table. Criteria for scaling ||  || 179 - 181 ||
 * Case study guidelines ||  || 188 - 192 ||
 * Scalability checklist ||  || 204 ||

See also

related to the above: Scaling Up - From Vision to Large Scale Change, Pages 51 - 53
@http://www.coffey.com/Uploads/Documents/Scaling-Up--From-Vision-to-Large-scale-Change_20120712155350.pdf 

Scaling up Innovation and Entrepreneurship in Developing Countries: The Role of Private Sector Finance
@http://www.infodev.org/en/Publication.177.html

The theme of facilitating SME’s access to financing has attracted considerable attention from scholars and development practitioners alike. Initially, the problem was largely framed in terms of how to facilitate access to investment financing (i.e. the financing of discrete changes in the firm’s productive set up), with the attention mainly concentrated on the availability of “traditional” bank financing, in the form of medium – long term loans. Overtime, a more comprehensive approach to the SME financing problem has gradually emerged, encompassing other financing needs and less conventional financing instruments. Indeed, SME financing needs vary greatly, depending upon the nature of the lines of business they are involved. For instance, in certain labor and/or resource intensive industries (such as clothing manufacture and certain segments of agro-processing) the issue of investment financing is often of a minor importance compared with the need to finance long production cycles. Similar considerations apply to SME active in industries characterized by unfavorable payment terms and to export oriented SME, where the issue of financing working capital is often coupled with significant uncertainty regarding payments. This has brought about an increasingly wider recourse to forms of transaction-related financing instruments, such as factoring. In other industries (e.g. road transport), investment financing needs are substantial, but they largely relate to movable and standardized assets (trucks), that can be easily reclaimed and sold in secondary markets. This has led to the progressively widespread use of leasing that now represents a viable alternative to traditional bank lending to many SME.

Scaling up and sustaining innovation policies and projects : Schumpeterian development agencies in small open economies
@http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/06/30/000425970_20120630160129/Rendered/PDF/703730WP0P12450IC00SDAs0WB0Feb02011.pdf

This paper examines how two historically low-technology economies, Finland and Israel, assumed leadership in new, rapid innovation-based industries. The paper argues that Schumpeterian development agencies, the Finnish Fund for Research and Development and the Israeli Office of the Chief Scientist in the Ministry of Trade and Industry played a transformative role, introducing new science and technology policies and facilitating industrial restructuring. In contrast to literature on the developmental state, however, argues that these agencies were located the periphery of the public sector, with few hard resources. The paper describes how their peripheral location facilitated successful experimentation. It also explains how ostensibly marginal agencies could successfully scale and monitor new initiatives. More specifically, it argues that reform-oriented policy-makers in small states could leverage extensive inter-personal networks to facilitate scaling and international openness to facilitate monitoring. In identifying specific mechanisms by which policy-makers introduced, scaled and monitored policies, it also explains why these two historically innovative economies have struggled to support experimentation in recent years.

Public sector organization tools
Checklist for diffusing technological innovations in public-sector organizations (completed) Sample contract research agreements Smart innovation: A practical guide to evaluating innovation programmes @ftp://ftp.cordis.europa.eu/pub/innovation-policy/studies/sar1_smartinnovation_master2.pdf

Technology assessment tools
Technology assessment questionnaires (completed)

Technology roadmap tools
Developing technology roadmaps

Market intelligence tools
Analytical methods

Metrics for technology commercialization
Measuring research commercialization (completed) Innovation metrics (completed) Add modified M&E Workshop content?

Finance tools
Evaluating grant submissions Pre- Seed Fund Due Diligence Check List (completed) Venture Capital glossary

Managing intellectual property tools
Valuing IP and technology Making the license versus new company creation decision Agreement models and decision guides Sample license agreements (completed) Patent search tools Implementing IP strategies checklist (completed)

Business development tools
Business (Venture) accelerators Intermediaries Evaluating business plans for Science & Technology Parks with Incubators

World Intellectual Property Report 2011: World Intellectual Property Organization (WIPO)
@http://www.wipo.int/econ_stat/en/economics/wipr/
 * Full Report [[image:http://www.wipo.int/export/sites/www/shared/images/icon/new/pdf.gif link="http://www.wipo.int/export/sites/www/freepublications/en/intproperty/944/wipo_pub_944_2011.pdf"]] [[image:http://www.wipo.int/export/sites/www/shared/images/icon/chart2.gif caption="World Intellectual Property Report Graphs, zip format" link="http://www.wipo.int/export/sites/www/econ_stat/en/economics/wipr/wipr_2011_graphs.zip"]]
 * Introduction [[image:http://www.wipo.int/export/sites/www/shared/images/icon/new/pdf.gif link="http://www.wipo.int/export/sites/www/econ_stat/en/economics/wipr/pdf/wipr_2011_intro.pdf"]]
 * Table of Contents [[image:http://www.wipo.int/export/sites/www/shared/images/icon/new/pdf.gif link="http://www.wipo.int/export/sites/www/econ_stat/en/economics/wipr/pdf/wipr_2011_toc.pdf"]]
 * Chapter 1: The changing nature of innovation and intellectual property [[image:http://www.wipo.int/export/sites/www/shared/images/icon/new/pdf.gif link="http://www.wipo.int/export/sites/www/econ_stat/en/economics/wipr/pdf/wipr_2011_chapter1.pdf"]]
 * Chapter 2: The economics of intellectual property – old insights and new evidence [[image:http://www.wipo.int/export/sites/www/shared/images/icon/new/pdf.gif link="http://www.wipo.int/export/sites/www/econ_stat/en/economics/wipr/pdf/wipr_2011_chapter2.pdf"]]
 * Chapter 3: Balancing collaboration and competition [[image:http://www.wipo.int/export/sites/www/shared/images/icon/new/pdf.gif link="http://www.wipo.int/export/sites/www/econ_stat/en/economics/wipr/pdf/wipr_2011_chapter3.pdf"]]
 * Chapter 4: Harnessing public research for innovation – the role of intellectual property [[image:http://www.wipo.int/export/sites/www/shared/images/icon/new/pdf.gif link="http://www.wipo.int/export/sites/www/econ_stat/en/economics/wipr/pdf/wipr_2011_chapter4.pdf"]]
 * Acronyms [[image:http://www.wipo.int/export/sites/www/shared/images/icon/new/pdf.gif link="http://www.wipo.int/export/sites/www/econ_stat/en/economics/wipr/pdf/wipr_2011_acronyms.pdf"]]