amp2+

Diálogos de Innovación SocialCo-diseñado y facilitado por: Ana María Pardo Pachón

Bogotá, 3 de abril de 2013

identificar explorar

accionar

descubrir

conectar

amp2+

NosotrosHOY

¿Y  los  demás?MAÑANA

amp2+

¿Cómo  podemos  contribuir  para  alborotar  el  avispero?

Fuente: www.animales.dibujos.net

amp2+

LA  SESIÓN

10min Registro5min Presentación15min TweetEncuesta10min Presentación: dónde estamos y para dónde vamos5min Temáticas y dinámica10min Ideas: 1min30 por tema15min Descanso5min Elección de temática y agrupación35min “Clusterizacion” - Brief30min Presentación ideas elegidas y próximos pasos (5min/equipo)

amp2+

ALGUNAS  SUGERENCIAS  DE COMPORTAMIENTO

1. Aplazar  el  juicio:  TODAS las ideas son válidas. No hay expertos, sólo PDV (puntos de vista)2. Construir  SOBRE  las ideas de otros

3. Mantenerse centrado  sobre el  tema4.  Una  “conversación”  al tiempo

5. Ceñirse estrictamente al  tiempo6. Cuantas más  ideas,  mejor7. Escribir  en  un  listado  a  parte,  todas aquellas ideas que surjan pero que no versen sobre el tema/ conversación

8. Se formarán grupos de a 4/5 personas. Multidisciplinares  y  multisectoriales.

UNA  IDEA  POR  POST-­ITMAYÚSCULASPALABRAS  CLAVELO  +  GRÁFICO  POSIBLE

amp2+

CONOCERNOS

amp2+

EL  PROCESO  - LA METODOLOGÍA

Fuente: frog

Hechos Retos Ideas Modelos Prototipos

Fuente: @srosillo / livrodesignthinking.com.br

amp2+

emprendimiento  social

empresa  socialdiseño  social

innovación  social

empatía observación

convergencia

divergencia

riesgo

co-creación

colaboración cuarto  sectoriteración

prototipado

pilotos

human  centred  design

centrado  en  el  usuario

multidisciplinariedad

colaboración

restricciones

¿EN DÓNDE ESTAMOS?

necesidades

competenciasdesafíos

social  innovation

social  design

social  entrepreneurship

social  venture

comprensión

hechos

amp2+

WAYS OF SUPPORTING SOCIAL INNOVATION 143

The interfacesFormally, if there are four sub economies, there will be six interfaces. The first three interfaces are between the state and the other three sub-economies.3 Central to these interfaces is the way finance crosses the borders, inwards in the form of taxation and fees, outwards in the form of grants, procurement, and investment. There are many others, including the regulatory, fiscal and legal conditions determined by the state, and the platforms and tools provided by the state for the actors in other parts of the social economy. Each of these can be critical for innovation (for example changes in personal tax to allow new forms of caring), and are subject to innovation in themselves (for example the creation of Community Interest Company status as an element in company law).

The fourth interface is between the private market and grant economy. These relations include, for example, corporate sponsorship, charitable donations, mentoring, and various types of corporate social responsibility. There are also emergent forms of productive collaboration between private corporations and NGOs, exemplified in the work of Philips in developing new models of

The State The Market

The Household The GrantEconomy

The Social Economy

Source: The Young FoundationFuente: http://www.managementexchange.com

Fuente: http://nooventures.edublogs.org

Fuente: The Young Foundation

¿EN DÓNDE ESTAMOS?

amp2+

9

A stage model of social innovation

Social innovations typically go through stages. They start as ideas, which may then be piloted or prototyped. If successful there is a process of sustaining the new model in the implementation stage – perhaps as a new venture or as a new policy within an existing institution. The final stage is to scale up so that the new approach makes a real impact and becomes part of the norm.

The challenge for policy makers is to identify which ideas are the most promising to take to the pilot stage, and to identify which pilots are best able to improve on existing models of practice. Then selecting from among those pilots, the projects that should be implemented to become sustainable ventures and the ventures that should be scaled up to achieve systemic changes. It is important that regional authorities design programmes that stimulate a pipeline of projects at each stage which can then be promoted to the next.

The spiral model of social innovation showing the four stages9

2. Why opt for social innovation?

In the past, societal challenges such as the ageing of Europe, migration waves, social exclusion or sustainability were primarily perceived as problems that constrained the behaviour of economic actors. Individuals wishing to tackle them turned to traditional non-profit models as the vehicle through which to channel their energies. These activities have often been highly dependent on government subsidies or private donations and faced the difficulty of realising a long-lasting, sustainable difference.

Today,   societal   trends   are   increasingly   perceived   as   opportunities   for   innovation.   What’s   more,  trends in demography, community and social media, poverty, the environment, health and well-being, or ethical goods and services are more and more understood as growth markets. Just think of the growing shelf space that green (organic) and fair trade products have conquered. In addition,

9 Source: Young Foundation, Social Innovation Exchange

Fuente: Young Foundation, Social Innovation Exchange

THE PROCESS OF SOCIAL INNOVATION 11

SECTION 1:THE PROCESS OF SOCIAL INNOVATION

6 Systemic change

5 Scaling

4 Sustaining

3 Prototypes

2 Proposals

1 Prompts

Fuente: Young Foundation / NESTA

¿PARA DÓNDE VAMOS? Algunos caminos para

diseñar,  desarrollar  y hacer crecer  la Innovación Social

amp2+

59

This summary table shows, for example, a model authorities can choose to promote social innovation. The steps are presented in an order of increasing involvement into social innovation, but the  order  can  differ  depending  on  a  region’s   level  of  knowledge and development. Some can start from Step 4, for example, while others might need to start from Step 1. Some might be interested in Step 6, while others might not want to implement it.

Although all the steps are important, five are crucial:

Step 1: Learn about Social Innovation and put the pieces together (Crash course, Idea Jams) Step 4: Develop a Smart Specialisation Strategy and Plan including SI Step 6: Transition Innovation platform Step 7: Incubation Trajectory specifically targeted at Social Innovation Step 8: Social Innovation Cluster/ Park

These steps can help regions to tackle existing problems, such as how to create employment for youth, how to integrate migration communities into economic life, how to provide health solutions through new ICT solutions to all population, or how to tackle poverty.

Changing Minds & Creation of a Smart

Specialisation Strategy

Step 1:Learn about Social Innovation and put the pieces

together (Crash course, Idea Jams)

Step 2: Streamline the actions on SI

Step 3: Get Insider Knowledge: Track, Spot and Anticipate

Step 4: Develop a Smart Specialisation Strategy and Plan

including SI

Actions on Accelerating

Implementation

Step 5: Develop collaboration tools with socially engaged community.

Develop auditing, innovation training and workshop activities.

Step 6: Transition Innovation platform

Step 7: Incubation Trajectory specifically targeted at Social

Innovation

Step 8: Social Innovation Cluster/ Laboratory

Scaling-up, Cross-Regional Exchange

and Systemic change

Step 9: Special Economic Zone for Social Innovation.

Step 10: Cross-Regional and international Trade and Exchange

of social innovation within the Innovation Union framework.

Part 4: Ten Practical Steps to Implement Social Innovation

Source: Guide to Social Innovation, Comisión de la Unión Europea

¿PARA DÓNDE VAMOS? Algunos caminos para

diseñar,  desarrollar  y hacer crecer  la Innovación Social

amp2+

 TEMÁTICAS y dinámica

¿Cómo  podríamos  fomentar  una  cultura  de  innovación  y  emprendimiento  social?

¿Cómo  podríamos  aprender  sobre  el  ecosistema  de  IS  en  Colombia  y  poner  todas  las  piezas  

juntas?

¿Cómo  podríamos  hacer  visibles  y  tangibles  los  

problemas  o  retos?

¿Cómo  podríamos  conectar  personas,  ideas  y  recursos?

¿Cómo  podríamos  fomentar  el  prototipado,  los  

pilotos  y  los  ensayos?

¿Cómo  podríamos  apoyar  a  incubar,  lanzar  y  acelerar  (nuevos)  proyectos?

¿Cómo  podríamos  escalar  y  difundir  el  movimiento  y  ecosistema?

amp2+

Algunas referencias sugeridas - ¿QUÉ?  - Informes

SOCIAL INNOVATOR SERIES:WAYS TO DESIGN, DEVELOP AND GROW SOCIAL INNOVATION

Robin Murray Julie Caulier-GriceGeoff Mulgan

THE OPEN BOOK OF SOCIAL INNOVATION

GUIDE TO SOCIAL INNOVATION

February 2013Regional and Urban Policy

Financing Social ImpactFunding social innovation in Europe – mapping the way forward

amp2+

Algunas referencias sugeridas - ¿QUÉ?  - Informes

SOCIAL ENTERPRISE AND SOCIAL BUSINESS INNOVATION

IN EUROPEFINAL PROJECT CONFERENCE

LOCATION:227, RUE DE LA LOI - WETSTRAAT

B-1040 BRUSSELSMETRO SCHUMAN

Project funded under the Socio-economic Sciences and Humanities

Project funded under the Socio-economic Sciences

Contractor:

Sozialforschungsstelle Dortmund ZWE der TU-Dortmund Evinger Platz 17 D-44339 Dortmund Tel. +49-(0)231-85 96-261 Fax +49-(0)231-85 96-100 Email: howaldt@sfs-dortmund.de

This study/expertise has been written within the research and development program „Working – Learning – Developing Skills. Potential for Innovation in a Modern Working Environment“ for the affiliated project „International Monitoring“(IMO). The program is funded by the Federal Ministry of Education and Research (BMBF) and the European Social Funds (ESF).

Dortmund, May 2010

Social Innovation: Concepts, research fields and international trends

Authors: Jürgen Howaldt and Michael Schwarz

Empoweringpeople,

driving changeSocial Innovation

in the European Union

INCLUSIVE

GREEN

JOBS

MICRO

FINA

NCE

GRO

WTH

GRO

WTH

FAIRTRAD

E

SOCIAL ENTREPRENEURSHIP

SOCI

ALEX

CLUS

ION

EDUCATION

DEVELOPMENT

HEALTH

CLIMATE CHANGE

SMART

IM

PROVE WELL�BEING

WEL

FARE

TEGRATION

STAINABILITY

CHALLENGES

TOO

LS

BARRIERS

PROXIMITY

COMMUNITY

SOCIAL INNOVATION

SMART

EQUALI

TY

amp2+

Creativity and Prosperity: The Global Creativity Index

1OBSERVAR 25

25 Mayo de 2012Medellín-Colombia

Innovaciones Sociales para la equidad

POR UN MEJOR FUTURO URBANO

Mapa de las inversiones de impacto en España

INFORME

Por José Luis Ruiz de Munain Fontcuberta y Javier Martín Cavanna

PATROCINADORES

Algunas referencias sugeridas - ¿QUÉ?  - Reportes

Innovar para el cambio socialDe la idea a la acciónElena Rodríguez Blanco · Ignasi Carreras · Maria Sureda

Programa ESADE-PwC de Liderazgo Social 2011-12

amp2+

Algunas referencias sugeridas - ¿CÓMO?  - Manuales...

EXVLQHVV�FKDOOHQJH

$Q�LQWURGXFWLRQ�WR�VHUYLFH�GHVLJQ�DQG�D�VHOHFWLRQ�RI�VHUYLFH�GHVLJQ�WRROV

'HVLJQ�PHWKRGV�IRU�GHYHORSLQJ�VHUYLFHV

www.keepingconnected.co.uk

1 The Social Design Methods Menu, beta

THE SOCIAL DESIGN METHODS MENU In perpetual beta

Lucy Kimbell and Joe Julier

What is OpenIDEO? OpenIDEO is an open innovation platform where we tackle design challenges for social and environ-mental impact. OpenIDEO has over 40,000 community members from 170+ countries — and each member brings unique skills, experience and insights to our collaborative efforts.

On OpenIDEO we value these key principles ( learn more here ):

These values are present in all of our work together, from the way we share ideas to how we commu-nicate with one another. These values will be important for you and your classmates to understand and incorporate in your own efforts too.

Welcome to OpenIDEO! We’re excited that you’re considering bringing OpenIDEO design challenges to your campus. This University Toolkit is here to guide you through the process of sharing OpenIDEO challenges with your campus. Read through it when you’re getting started, use it as a template when you’re looking for inspiration or refer to it as

a guide when you need to get unstuck. No matter how you use it, we know you’ll enjoy being a part of such a collaborative, open and fun design and innovation process – so let’s get started!

Since OpenIDEO is a digital platform that relies on virtual collaboration, it can sometimes be confusing to take these online challenges and translate them to ‘offline’ moments you can share with your friends. For some students, getting involved may be as simple and discreet as hosting a brainstorm among friends. For others, it might mean something bigger like starting an OpenIDEO club on campus. It all depends on what works best for your school’s culture, interests and schedule. The most important thing is to share OpenIDEO challenges with your community in ways that feel high-impact, engaging, authentic and fun.

Inclusive CollaborativeCommunity-centeredOptimistic

Always in Beta

www.frogdesign/CAT

groups make change

collective action toolkit

v1.0111.2012

TOOLKIT2ND EDITION

WICKED PROBLEMS: PROBLEMS WORTH SOLVINGA HANDBOOK & A CALL TO ACTION

BY JON KOLKO

amp2+

Algunas referencias sugeridas - ¿CÓMO?  - Espacios...

amp2+

Algunas referencias sugeridas - ¿DÓNDE?  - Plataformas...

amp2+

105 St. George StreetToronto, Ontario, Canada M5S 3E6

Publication MailingAgreement Number: 40062461

Display Until August 31, 2012Single Issue Price: $30 CAD

Wicked P

roblems II

Spring 2012

The Magazine of the Rotman School of Management. Spring 2012

!iel and Martin:Integrative Thinking Three Ways 4

Tim Brown:An Evolutionary Approach to Design 16

Hilary Cottam:The Era of the Participatory System28

Also in this issueA New Agenda for Business Schools 22The New !ole of the Chair 48Constructive Capitalism 81

Wicked Problems II

How to Make Your OrganizationMore Globally Competitive14th annual Rotman Life-Long Learning Conference

Conference Chair: Roger MartinDean & Premier’s !esearch Chair in Productivity & Competitiveness, !otman School of Management, U of Toronto; Chair, Institute for Competitiveness & Prosperity; Chair, Tennis Canada; Corporate Director; Co-Author (with J. Milway), Canada – What It Is, What It Can Be (!otman/UTP Publishing, May 2012)

Presenters: Michael SpenceAuthor; Winner – 2001 Nobel Prize in Economic Sciences; Berkley Professor in Economics & Business, Stern School of Business, New York University; Director, Dean’s Advisory Board @ !otman; Corporate Director

Ed LuceAuthor; Chief U.S. Commentator, Financial Times

Michael PorterAuthor; Bishop William Lawrence University Professor & Director, Institute for Strategy and Competitiveness, Harvard University; Corporate Director

Wendy DobsonAuthor; Professor and Co-Director, Institute for International Business, !otman School of Management, U of Toronto; Corporate Director

June 22, 2012 8:30-4:00Fairmont Royal York Hotel, Toronto

Confirm your attendance today by registering at rotman.utoronto.ca/eventsWe look forward to seeing you on June 22.

105 St. George StreetToronto, Ontario, Canada M5S 3E6

Publication MailingAgreement Number: 40062461

Display Until August 31, 2012Single Issue Price: $30 CAD

Wicked P

roblems II

Spring 2012

The Magazine of the Rotman School of Management. Spring 2012

!iel and Martin:Integrative Thinking Three Ways 4

Tim Brown:An Evolutionary Approach to Design 16

Hilary Cottam:The Era of the Participatory System28

Also in this issueA New Agenda for Business Schools 22The New !ole of the Chair 48Constructive Capitalism 81

Wicked Problems II

How to Make Your OrganizationMore Globally Competitive14th annual Rotman Life-Long Learning Conference

Conference Chair: Roger MartinDean & Premier’s !esearch Chair in Productivity & Competitiveness, !otman School of Management, U of Toronto; Chair, Institute for Competitiveness & Prosperity; Chair, Tennis Canada; Corporate Director; Co-Author (with J. Milway), Canada – What It Is, What It Can Be (!otman/UTP Publishing, May 2012)

Presenters: Michael SpenceAuthor; Winner – 2001 Nobel Prize in Economic Sciences; Berkley Professor in Economics & Business, Stern School of Business, New York University; Director, Dean’s Advisory Board @ !otman; Corporate Director

Ed LuceAuthor; Chief U.S. Commentator, Financial Times

Michael PorterAuthor; Bishop William Lawrence University Professor & Director, Institute for Strategy and Competitiveness, Harvard University; Corporate Director

Wendy DobsonAuthor; Professor and Co-Director, Institute for International Business, !otman School of Management, U of Toronto; Corporate Director

June 22, 2012 8:30-4:00Fairmont Royal York Hotel, Toronto

Confirm your attendance today by registering at rotman.utoronto.ca/eventsWe look forward to seeing you on June 22.

Algunas referencias sugeridas - ¿DÓNDE?  - Tendencias...

amp2+