This blog explores findings from a recent report IGL produced for Taftie on the ways agencies within its network are currently engaged in supporting intellectual property and insights from the discussions that took place.
Read about the journey FFG embarked upon in the search for evidence through our two-blogs series! This is the second blog of the series where FFG shares about their learning experience.
Read about the journey FFG embarked upon in the search for evidence through our two-blogs series! This is the first blog of the series depicting the cases considered.
Innovation agencies are gradually gaining prominence in Latin America and the Caribbean. The issue of the capabilities of these innovation agencies in the region is of great importance and has been notoriously under-researched. Our latest research highlights certain factors that influence the modus operandi of the innovation agencies that form the Latin American Network of Innovation Agencies (RELAI).
At IGL we have long been interested in the question of what innovation agencies do, and how they can successfully drive innovation, entrepreneurship and productivity within their societies and economies. Over the past few years, we have explored this topic in depth, building on earlier Nesta research that looked at the different roles and approaches taken by innovation agencies around the world.
Our latest research looks at the changing roles of innovation agencies in Europe. One key take away is that to keep up with the rate of change, be it technological or societal, their identities in the future must be led by the needs of the innovators they look to support.
Innovation agencies are responsible for catalysing the development of innovations designed to address unmet societal and economic needs. They fund and support entrepreneurs, companies and other actors to develop, test and scale new products, services and ideas. But how do they ensure that they are continuously learning and innovating themselves?
Innovation agencies deal with the ‘here and now’ of supporting innovation and entrepreneurship. But they must also be prepared to respond to the challenges and opportunities of tomorrow. How might they be able to learn from a future that is not yet written, and use this to inform their strategic planning?
Part two of our two-part blog series on the insights gained from innovation agencies designing new or improved policy schemes supporting SME innovation, and testing these using randomised controlled trials (RCTs). We share what can be taken away for future innovation policy when evaluating business support programmes.
In this post, we summarise some challenges that innovation agencies have faced when designing new or improved policy schemes supporting SME innovation, and testing these using randomised controlled trials (RCTs). We share what does and doesn’t work for future innovation policy when evaluating business support programmes.
