In recent years, the importance of sustaining social innovation initiatives, onceinitiated, has gained increasing attention and, in particular, the role that design(ers) can play in this process. However, both the academic study and the practice of design and social innovation are currently lacking sufficient insight into how initiatives are sustained outside of experimental or academic settings and rarely move beyond the involvement of designers and/or researchers. The paper shares experiences from practitioners from Asia-Pacific that are operating in the real world, highlighting their precarious working conditions. The significance of building and maintaining healthy social relations in essential in this context, as these enable the weaving of a strong social fabric around the initiatives that will provide necessarily shelter and to endure long after the practitioners’ involvement. Therefore, facilitating the creation of meaningful social relations should be the key objective for design, instead of designing artefacts.
In recent years, the importance of sustaining social innovation initiatives, onceinitiated, has gained increasing attention and, in particular, the role that design(ers) can play in this process. However, both the academic study and the practice of design and social innovation are currently lacking sufficient insight into how initiatives are sustained outside of experimental or academic settings and rarely move beyond the involvement of designers and/or researchers. The paper shares experiences from practitioners from Asia-Pacific that are operating in the real world, highlighting their precarious working conditions. The significance of building and maintaining healthy social relations in essential in this context, as these enable the weaving of a strong social fabric around the initiatives that will provide necessarily shelter and to endure long after the practitioners’ involvement. Therefore, facilitating the creation of meaningful social relations should be the key objective for design, instead of designing artefacts.
Deze maand doken Nederlandse onderwater drones op in de Indonesische nationale pers. Onder grote belangstelling las men dat een consortium van Indonesische en Nederlandse organisaties (Tauw, INDYMO, TU Delft en water & milieulab WLN Indonesia) start met een grootschalig internationaal onderzoek naar oplossingen voor de slechte kwaliteit van oppervlaktewater in dichtbevolkte gebieden, zoals Surabaya. Hierbij werden innovatieve meetmethoden ingezet, waaronder aquatische drones. De eerste resultaten wijzen uit welke vervuilende bronnen aangepakt moeten worden: industrieel en huishoudelijk afvalwater). Tijdens de interactie bij de innovatieve metingen groeide de betrokkenheid van de partijen en werd duidelijk welke stakeholders betrokken moeten worden bij het opstellen - en uitvoeren - van nieuwe regelgeving, alsook het creëren van maatschappelijke bewustwording over het belang van een duurzame gezonde leefomgeving. Hierbij zullen de belangrijkste lessen die Nederland in de laatste decennia geleerd heeft worden toegepast, ook Nederland kent een geschiedenis van zuurstofloze rivieren en grachten vol vuilnis. De ‘lessons learnt’ omtrent bewustwording, regelgeving en innovatieve meettechnieken zijn van groot belang bij internationale kennisuitwisseling van de Nederlandse topsector water, een van de belangrijkste exportproducten van Nederland.
MULTIFILE
Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
