Tailoring Transformative Governance for the Common Good

Abstract

This chapter delves on the exploration of key approaches and principles that underpin transformative governance.

This chapter delves on the exploration of key approaches and principles that underpin transformative governance. These act as guiding values, ensuring that decision-making processes and policy formulation remain rooted in ethics, social justice and sustainability. By adhering to these principles, transformative governance has the potential to truly create a positive impact on society both from a social and societal approach to impact.

It explores the interconnectedness of social, green and digital considerations rising awareness on the need to address these dimensions in a balanced and integrated manner. The travel arrow pointing towards the common good serves as a directional guide for transformative governance creating a more equitable and sustainable society.

The aspiration is to help us navigate the challenges of transition with purpose and responsibility, ensuring positive outcomes for society through the alignment of our actions with the common good.

3.1 A Compass in a Nutshell—The Navigating Tool

This section introduces and illustrates the different elements of a compass. The use of metaphors helps us explain complex processes of change and participation with easier to understand images.

I have reflected on the match between the elements of a conventional compass, as a navigating tool, with the features of our processes of change in a company, a public entity, a social enterprise. This is reflected in the figure and the table below for organisations and/or in innovation systems to consider when navigating change and while designing solutions to solve small or bigger problems detected.

The compass is introduced as a guiding tool for transformative governance, providing a sense of direction and purpose as we navigate the complexities of transition. It serves as a valuable resource for decision-makers and stakeholders, helping them align their efforts with the common good.

Configured as a unique 360° navigating tool, it helps us drive socio-digital innovation and collaborative and transformative quadruple (or n-) helix co-creation dynamics which:

• 1. integrates system thinking from a human-centric and user-centric design;

• 2. fosters organisational and ecosystem development in pursuit of the common good;

• 3. recognises the multidimensional nature of challenges and the interconnectedness of different constituents, driving institutional or ecosystem change as a collective endeavour. This involves the integration of several elements or dimensions that start with an ‘i’ engaging actors at all levels; and

• 4. equips organisations and innovation ecosystems to design:

  • (a) short-medium and long-term roadmaps and frameworks of intervention and theories of change;

  • (b) identify intra-entrepreneurs and provide ad hoc accompanying services and capacity building to facilitate ‘sherpas’, agents of change, innovators for companies and innovation ecosystems to reach their heights; and

  • (c) define positive impacts monitoring mechanisms to address positive/regenerative societal impacts.

We need more cohesive and interconnected manner for organisations and ecosystems to navigate complex paths to change. Like in a compass, the challenges of the triple transition and the urgency to cultivate new ways of collaboration, new governance (systemic, socio-digital, etc.) entail several elements to work together. The lessons learned and shared in this book can help deploy in-house and in-context governance mechanisms and processes pointing towards the common good.

The Eoh-for-Good holistic approach fosters synergy, knowledge exchange and collective action, driving sustainable and impactful processes of change within institutions and innovation ecosystems. By adopting this comprehensive approach, actors committed to change can harness the full potential of innovation driving into fairer, sustainable and inclusive solutions and outcomes (Fig. 3.1).

Fig. 3.1

Eoh-for-good compass for social transformation

The features of a modern compass are presented in the following table with the corresponding Eoh-for-Good attributes in the second column (Table 3.1).

Table 3.1 Eoh-for-good compass features

3.2 Grounding Approaches and Principles for a Just Triple Transition

Effective management involves more than simply providing overly aspirational or generic responses, it entails posing critical questions and promptly implementing tangible initiatives.

3.2.1 The Travel Arrow Pointing Towards the Common Good

Eoh-for-Good is grounded on the common good as a framework that serves for understanding the well-being of all, including specially the most vulnerable, marginalised or at risk of exclusion.

There are three elements of the compass, (1) the global magnetic needle, (2) the direction of travel arrow and (2) the orienteering arrow, that point into the right direction to help us navigate when we are in open terrain. They help us to find our path and keep on track on our way forward (Table 3.2).

Table 3.2 Elements 1, 2 and 3 of the compass

Note that three underlying dimensions that start with an ‘i’: inclusion, innovation and impact drive our 360º vision, approaches and principles to change. These are the first three ‘i’s of the model that permeate everything action line.

The common good is valued above all other considerations, even when there is disagreement about how best to achieve it. It embodies the idea that, beyond individual interests, there are shared values and objectives that benefit society. Furthermore, it involves promoting social justice by addressing inequalities in a systemic manner, considering the broader societal positive impacts.

But what do we understand by common good? The concept of the common good is an idea that aims to promote a common understanding of what constitutes good for all. However, although the idea of the common good has been well-established in moral philosophy, there is no consensus on its meaning, especially when a single formula cannot be applied to very diverse contexts.

To make sense out of this concept and apply it in practical terms, we need to understand how it relates to other interconnected concepts and frameworks, such as justice (which requires achieving equal opportunities and outcomes for all), efficiency (which aims to achieve the best possible long-term outcomes with limited resources) and inclusion (what implies leaving no one behind, what usually implies higher levels of public investment).

The common good is understood as an ideal moral measure [1, 2] or as a model that points to a state of affairs, a world in which all the conditions are in place (such as access to good education and health care, safe housing, fair wages, the ability and access to participate in political and cultural life, etc.) to allow everyone to reach their full potential as persons and communities. This provides us with a compass to:

• define priorities³ and shared agendas⁴ where we collectively design at different levels (local or global) a common ground from where everybody’s voice, agency and participation in decision-making can be taken into consideration (e.g. a theory of change defined with the participation of all actors);

• delimit a moral measure—a tool that we can use to evaluate whether our choices, policies and institutions align with the jointly defined ideal path; and

• avoid anyone claiming to know precisely what is suitable for all persons without having into account the many different facets of reality. Individual or small group attempts to specify the common good can fall short of being truly common or genuinely.

Why do it collectively? Humans tend to think that we can judge and decide everything on our own. However, our moral vision can be mistaken, biased or limited by our own experiences, prejudices, backgrounds and more. To improve, we should question and challenge our own beliefs and values. We need to be humble, open-minded and receptive to new ideas and challenges. This is important not only because this way we may be able to improve ourselves but also better understand the world around us.

The common good can only be established if we are able to imagine and interpret the wide range of moral commitments, principles and obligations that influence us in a collective manner. This is clearly perceived with the misuse of resources and deterioration of the planet, for instance.

The common good is not a single objective state, but a way to unite our best intentions to create something that benefits all of us. The idea of the common good rests on a pretty robust optimism about human beings. It does not deny that social conflict will happen, but we assume that since humanity is built for community within a wider ecosystem and context, we are willing to treat each other with goodwill and collaborate in creating the common good also for the planet. This assumed optimism about human beings can be hard to sustain when there is so much evidence of ill-well and such widespread forms of violence, inequality or harm to the planet.

However, Eoh-for-Good aims precisely to inject a dose of positivism, not meaning naive optimism, but conscious concern to improve things harbouring these principles, both ethically and for the sake of effectiveness in its impact. It is an attempt to create a community of people or groups who are working towards a shared goal and a common good. It exists whenever there are projects or initiatives in existence, where all members of society can participate equally, regardless of their location, background, status and culture.

This just transformative innovation should base its work dynamics in the following interdependent approaches and principles underlying the common good, which are reflected in the global agenda⁵ and European priorities, policies and principles⁶ and many other local/regional and national policies, strategic plans, initiatives and roadmaps.

3.2.2 Approaches

The following are our main four approaches to change:

• 1. Purpose and value-driven organisational governance, structures and infrastructures

  To expand the scale and effectiveness of organisations and innovation ecosystems, it is crucial to build innovative and organisational governance, structures and infrastructures and a solid housing from where to address the transitions (Table 3.3).

  Table 3.3 Element 4 of the compass

In the Eoh-for-Good approach, institutional change requires leadership and governance that prioritise transparency and accountability for the common good. It involves fostering a culture of integrity, where ethical considerations are embedded in decision-making processes and the allocation of resources. Ethical institutional change promotes inclusive and participatory governance, ensuring that diverse voices are heard and represented. Ethical responsibility entails conducting business in a manner that:

• respects human rights;

• promotes fair trade practices;

• embraces entrepreneurship and inclusive business models that address social and environmental challenges while generating economic value; and

• considers the social-economic-political and environmental (also unexpected or undesired) impacts of products and services.

In many cases, institutions have become rigid, bureaucratic or resistant to change, hindering their ability to address emerging challenges and seize new opportunities. Recognising these limitations is the first step towards driving institutional change.

By critically examining existing institutional practices, leaders and key players can identify areas that require transformation.

This involves evaluating the effectiveness of decision-making processes, the responsiveness to changing socio-political, cultural and market dynamics with the consequent alignment with societal needs and expectations. Understanding the shortcomings of current institutions provides the impetus for change and creates a sense of urgency to drive the necessary transformations.

Ethical responsibility requires actors committed to change to reflect on the consequences of their decisions and actions. It demands a shift from a purely profit-driven mindset to one that considers the broader implications and externalities of actions (e.g. the potential impacts on marginalised communities, future generations and the planet as a whole).

Eoh-for-Good is driven by the recognition that existing systems and structures may no longer be effective or aligned with the needs of a rapidly evolving world.

• 2. Foster conscious, human-centred, compassionate leadership

  Conscious, human-centred and compassionate leadership⁷ are based on self-awareness, empathy and a deep understanding of the needs and aspirations of individuals and communities. Leaders who embrace these principles prioritise the well-being and growth of their team members, promoting a supportive and inclusive work environment. They lead with integrity, authenticity and a genuine concern for the greater good. By embracing these principles, leaders can create a supportive and inclusive work environment where all parties are understood and valued.

Several renowned management theorists, leadership experts and practitioners have greatly contributed to develop these principles and applied them to organisational development. I can recall the work of four, although it goes without saying that there are many others:

• Daniel Goleman in his book ‘Primal Leadership: Unleashing the Power of Emotional Intelligence’ explored how leaders can cultivate emotional intelligence, empathy and self-awareness to create positive organisational climates and drive sustainable success. This psychologist highlights the importance of compassionate leadership in raising employee well-being and engagement [3].

• Ackoff’s systems approach [4,5,6] underlines the importance of aligning an organisation's purpose with its strategy and operations. Entrepreneurs can cultivate a sense of ownership and accountability by developing a clear and compelling vision that inspires and motivates employees. For example, a leader that communicates the organisation's mission and values in an effective and transparent way can help everyone know how their individual efforts contribute to the collective goals.

• Schein [7] focuses on creating a culture of continuous learning and growth. By fostering a supportive work environment, leaders encourage individuals to contribute their best and strive for collective excellence. Leaders can establish mentorship programmes, where experienced employees guide and support others in their professional development. This not only enhances individual growth and strengthens the overall performance of the organisation.

• Drucker [8] people-centred principles highlight the importance of purpose-driven leadership and organisational effectiveness. To align their strategies with the organisation's objectives, leaders need to set clear goals and measuring progress through the implementation of feedback mechanisms and regular performance evaluations to identify areas for growth and development. Besides, leaders create an environment that nurtures creativity and continuous improvement by prioritising knowledge work and encouraging innovation.

Our approach is to promote conscious, human-centred, compassionate leadership, which is crucial to understand and empathise with all parties involved. This means avoiding judgement, one-sided approach, biased, blaming or punishing. Leaders embracing love and compassion towards all parties listen to all perspectives, considering the entire system and having compassion for all its parts. This leads to make informed decisions that consider the well-being and success of every party involved and to benefit the common good.

In practice, this might involve conducting inclusive meetings where different voices are heard and valued. Leaders promote open and honest communication, creating a safe space for sharing diverse opinions and ideas. By seeking to understand the needs and concerns of all parties, leaders can make informed decisions that consider the well-being and success of every party involved.

• 3. Systemic Change

  In the pursuit of addressing global challenges and achieving the just triple transition, it is essential to balance individual interests with the collective well-being. While individuals and organisations have their own goals and objectives, it is crucial to consider the broader and more systemic societal and environmental implications of our actions. This requires considering the wider picture.

Looking at reality with a more holistic and multidimensional approach considers complexity, collaboration and alignment with the common good. System thinking is a powerful tool for understanding the interconnectedness and interdependencies within complex systems [6]. It motivates actors committed to change to take a holistic view and consider the broader context in which innovation takes place. From a systemic approach, actors can develop innovative solutions that contribute to sustainable, inclusive and just change with an audacious aspiration to transition towards a future state that offers fundamentally improved outcomes for individuals, communities and the environment.

While systems innovation and systemic change are related concepts, they differ in scope and focus. Systems innovation focuses on improving specific elements within a system, while systemic change aims for broader, transformative shifts that encompass the entire system and its interconnections.

Eoh-for-Good approach focuses on this second avenue of systemic change as this aims to address the root causes of problems to then design lasting, sustainable transformations across multiple interconnected systems.

It entails broader and more transformative shifts that go beyond incremental improvements within a specific system, rethinking and restructuring the entire system itself, including its underlying structures, processes and relationships. This often involves shifts in norms, values, mindsets, policies and implementations to bring about comprehensive change.

This holistic approach encourages synergy, knowledge exchange and collective action, driving sustainable and impactful innovation within the ecosystem.

Actors committed to change can unlock the potential of intra-entrepreneurship, drive institutional transformation and create a more sustainable, competitive and inclusive future for all by embracing a holistic and integrated approach.

Public institutions play a crucial role in shaping the social, economic and political landscape. They provide an important framework within which individuals and organisations operate, influencing behaviours, norms and outcomes.

• 4. Human-centred design (HCD)

  It is a people-focused approach used in design and management to tackle problems by involving individuals' perspectives throughout the entire process of innovation. It starts with observing the problem in its context, brainstorming ideas from different viewpoints, conceptualising solutions, creating prototypes, and iteratively testing them before implementing the final solution. HCD goes beyond simply documenting perspectives; it actively engages collaborators, including their diverse needs, desires and viewpoints, during participatory processes. The initial stages involve immersing oneself in the problem and community,⁸ observing and framing the context. By designing for real people and their everyday realities, HCD helps identify and efficiently solve the right problems using local resources and minimal means, ensuring the seamless transition from ideas to concrete solutions.

• 5. Continuous Learning and Adaptation

  As mentioned before, a commitment to ongoing learning, flexibility and adaptability, will help us recognise that change is a ´dynamic process that requires adjustments based on new information, emerging challenges and evolving contexts. Experimentation and learning become key components of the transition process. We must be open to exploring new approaches, testing innovative solutions and learning from failures. By embracing a culture of experimentation, we can iterate and refine our strategies, adapting to rapidly changing circumstances and emerging insights.

Embracing slow and inflexible management hampers innovation, development and the search for solutions to intricate problems.

3.2.3 Principles

The leave no one behind principle means ending extreme poverty in all its forms and reducing inequalities among both individuals (vertical) and groups (horizontal). It entails a holistic view of the situation in each context that includes all persons from different backgrounds and sectors, prioritising and fast-tracking actions for the poorest and most marginalised people. This is known as progressive universalism [9], which aim is to create synergies that tend to avoid the constant marginalisation of vulnerable groups.

With the leaving no one behind principle, the European Commission's aims to provide cohesive funding to all regions equally and to ensure that no region is left behind, as this would create a negative and stable synergy over time in the unequal development of the European regions.

Inclusion and diversity require creating an environment that values and celebrates differences by actively seeking input from individuals with different backgrounds, experiences and expertise. Special attention should be paid to actively include individuals from underrepresented groups, such as women, minorities and individuals with disabilities.

Inclusivity should extend beyond individual representation to encompass equitable access to resources, opportunities and networks. Removing systemic barriers and biases is crucial for ensuring that all individuals, regardless of their background or identity, have equal chances to participate, contribute and succeed within the ecosystem.

Embracing diversity and inclusivity in all its forms ensures that the voices and needs of all interested parties⁹ are considered. This entails:

• to establish appropriate inclusive policies and practices, targeted programmes and mentorship initiatives for these individuals to participate with real voice and agency,¹⁰ as promoted by ref. [10],

• to engage with local communities to understanding their needs and aspirations which is crucial for creating sustainable and inclusive innovation ecosystems. Collaboration between ecosystem actors and local communities can lead to the development of solutions that address pressing social and environmental challenges, ensuring that innovation benefits all members of society;

• to entrust and restitute underrepresented groups and marginalised communities, leading to more informed and equitable outcomes;

• to address systemic inequalities and barriers to entry that hinder equal participation and access involve identifying and dismantling structural and cultural barriers that disproportionately affect certain groups;

• to raise awareness and promote cultural change, essential to address biases and stereotypes that limit opportunities for marginalised individuals; and

• to leverage the playing field and providing opportunities for success.

This is linked with the ‘i’s related to personal traits (interpersonal, intercultural, intersectional and intergenerational) to foster creativity, enhancing problem-solving capabilities, knowledge creation and more innovative decision-making processes.

By bringing together individuals from diverse backgrounds, cultures, ages and disciplines, individuals, organisations, communities and innovation ecosystems can tap into a wide range of ideas, insights, perspectives, experiences, knowledge and solutions. This way they are better equipped to enhance collaboration, attract and retain diverse talent and cultivate a more vibrant and resilient just sustainable change.

From egocentric to ecocentred¹¹ principle. To embark on this just triple transition, we must shift from egocentric to ecocentric behaviour. Our current systems often prioritise self-interest, competition and short-term gains. However, an ecocentric approach places the well-being of the planet and its inhabitants at the forefront, cultivating collaboration, collective responsibility and long-term sustainability. Individual actions (regardless of the actor they come from) will potentially have more excellent value and impact if they enter a collaborative cycle.

Ecocentric behaviour acknowledges the interconnectedness of all living beings and ecosystems. It recognises that our actions have far-reaching consequences and that a thriving future requires a balance between human needs and planetary limits. By embracing ecocentric principles, we can drive transformative change that is regenerative, inclusive and socially just.

Any initiative or programming that is launched must help at least two or more people to avoid falling into selfish or self-centred approaches. This means a shift in mentality towards more inclusive and less partial or serving only self-interest approaches. All living beings teach us to operate harmoniously in diversity offering us the opportunity to learn, grow and adapt. This perspective forces us to experiment with more co-creative options and the impact is felt by more fields and individuals.

No harm principle. Linked with the previous principle, the proposed progress should never harm any living being, not only for human beings but for all creatures in the ecosystem, taking special care of the environmental balance and beyond, in line with the regenerative movement: if we have the power to damage or destroying, we have also the possibility of restoring. This principle is particularly important to propose solutions to make this planet a better place to live in line with the emerging theoretical currents above mentioned (e.g. ecocentrism), which alerts on the damage we are doing to the biosphere in pursuit of human benefit.

The European Commission (EC) has established the principle of no harm to the Recovery and Resilience Plan, thus shielding the six environmental objectives as dictated by art.17 of the Taxonomy Regulation.

Win–win principle. The aim is to amplify the impact of individual endeavours, surpassing their isolated contributions, pooling together their resources, expertise and influence to achieve collective impact.

We are only stronger together! We need to co-dream, co-create and co-evolve together! (ex. The amazing experiment of massive co-creation is the EUvsVirus phenomenon¹²) [11]. This relationship is effective when all parties involved in contributing to a project or initiative find the benefits that each actor will gain from the situation, the product, service or intervention.

Shared transformative agendas, outcomes and impacts need to be co-created, developed, implemented and continuously renegotiated and redefined with internal and external entrepreneurs, quality agencies, policy makers, social and business-driven innovators, companies (SMEs and corporations) and cutting-edge technology centres.

For this to happen, it is necessary to create collaborative synergies to motivate co-creation as a more recurrent process when planning projects. This is embodied in the quadruple helix dynamics of actors from the different axe involved, where their diverse contributions are key.

A shared vision should be communicated in a compelling and inclusive manner, ensuring that all actors understand and connect with the purpose of the change initiative. It should provide a clear picture of the desired outcomes and the positive impact that the change will have on the institution or the innovation ecosystem, its key players and the broader society. A shared vision creates a sense of purpose and fosters a collective commitment to driving institutional transformation.

We have provided a comprehensive exploration of the grounds that nurture systemic entrepreneurial change. By synthesising insights from influential authors and incorporating key concepts from various disciplines, we have uncovered a wealth of principles that can guide entrepreneurs in driving positive transformation. These principles offer a solid foundation for navigating the complexities of entrepreneurship, encouraging innovation and creating meaningful, conscious, compassionate and purpose-driven impact.

By connecting these principles to the just triple transition and the attributes of the common good, entrepreneurs have the opportunity to make a significant contribution. Through personal development and inner transformation, entrepreneurs can cultivate the self-awareness, resilience and purpose necessary to navigate the challenges of societal transitions. Professional development and organisational excellence that enable entrepreneurs to build high-performing teams and organisations can contribute greatly to societal well-being.

Institutional development and leadership entrust entrepreneurs to align their organisations’ purpose with societal needs and promote a culture of trust and collaboration. By doing so, entrepreneurs can drive change that is responsive to the broader goals of the just triple transition and the common good. Lastly, innovation ecosystem development and collaborative leadership allow entrepreneurs to leverage the collective intelligence and resources of diverse interested parties, leading to transformative change on a systemic level.

As you embark on your own entrepreneurial journey, let these principles guide you towards becoming an agent of change. As you continue reading, you will uncover the ‘how’s to it’, the navigating tool and approaches to drive positive change in your entrepreneurial endeavours. So, let's move forward building upon these principles and each one’s learnings to develop a meaningful and lasting impact.

3.3 Long-Term Goal-Aligned Alternatives

Always keep your vision alive and stay focused, regardless of the challenges that come your way, and you'll undoubtedly achieve success!

While short-term gains and immediate results are important for the success of organisations and ecosystems, it is crucial to balance them with long-term sustainability. This requires several shifts from (Table 3.4):

Table 3.4 Element 5 of the compass

• (a) an egocentric to an ecocentric behaviour, as explained before;

• (b) a mainly profit-driven approach to a more holistic and future-oriented perspective; and

• (c) the ability to develop and uphold dedication towards long-term visions that are interconnected with the broader context.

This way socio-digital innovations should prioritise the creation of shared value, considering the interests of all actors involved.

Balancing short-term gains with long-term socio-economic and environmental inclusive sustainability, transformative dynamics necessitates:

• 1. Identify and address potential trade-offs between short-term profitability and long-term sustainability goals. This may involve making strategic investments, creating supportive policies and regulations and promoting a culture of responsible innovation;

• 2. Apply the principle of continuous learning with regular assessment of the impacts on the areas where we are focusing the change and bearing in mind the dimensions of the triple transition. This continuous learning will allow for adjustments and improvements to ensure the sustainability and competitiveness of the innovations promoted over time;

• 3. Continuous monitoring, evaluation and adaptation of strategies and initiatives;

• 4. Recognise the significance of circular economy principles. This seeks to minimise waste, optimise resource utilisation and promote the reuse, recycling and regeneration of materials. By embracing circularity, we can reduce environmental footprint, enhance resource efficiency and create new economic opportunities through innovative business models and practices.

• 5. Resilience building adaptive capacity and robustness within the organisation or the ecosystem to withstand shocks and disruptions. This includes diversifying the economic base, fostering innovation and technological advancement and promoting a culture of continuous learning and adaptation. By enhancing resilience, we will be better equipped to navigate uncertainties, seize opportunities and ensure long-term economic stability and prosperity; and

• 6. Anticipation to initiate and stimulate more disruptive co-creation processes:

  • to start acting on time and move things forward on the right direction,

  • to transform inefficient structures and processes, and unfair and unequal dynamics into win–win visions and actions;

  • to gain momentum to create a true culture of change where a human-centred and planet-friendly transition can take the driving wheel of our actions, of our companies and of our innovation ecosystems (Table 3.5).

    Table 3.5 Element 6 of the compass

Strong impact hypothesis in forecasting approach to anticipate problems in alignment with the institutional, local/regional, national and international agendas and be ready to give solutions when needed. If we do not have a clear mission statement defined with forecasting and anticipation mechanisms, we will basically always be late in the decision-making process and in the delivery of the solutions to the problems identified (e.g. forward-looking research) (Fig. 3.2).

Fig. 3.2

Current policies and transition management

This means installing learning feedback and feedforward loops as we move forward. It requires a collective commitment that prioritises the common good and works towards shared outcomes and impacts that benefit all of humanity based on ethical long-term perspective decision-making to:

• make choices that promote social justice, environmental sustainability and inclusive economic development;

• prioritise the common good over short-term gains; and

• consider intergenerational equity and the preservation of natural resources.

The forward-looking vision to just socio-economic and environmentally friendly sustainability is underpinned by the principle of quadruple helix collaboration, which involves the active involvement of government, industry, academia and civil society in decision-making and problem-solving. This collaborative approach raises knowledge exchange, cross-sectoral partnerships and co-creation of innovative solutions that address complex economic and societal challenges. It recognises that diverse perspectives and expertise are essential for driving inclusive and sustainable economic development.

Living labs, as experimental environments where collaborators can co-create and test new ideas and solutions, play a crucial role in realising this forward-looking vision. They provide a space for open innovation, user-centric design and real-world experimentation, enabling the rapid prototyping and validation of innovative products, services and business models. Living labs promote collaboration, learning and the integration of multiple actors in the innovation process, ensuring that solutions are contextually relevant and address real-world needs.

As explained before, this forward-looking vision for the common good is deeply rooted in the principles of inclusion, access and agency. It recognises the importance of equal opportunities that entrust all members of society. This involves breaking down barriers to entry, promoting diversity and gender equality and ensuring that marginalised communities have a voice and agency in shaping economic activities and decisions. By prioritising inclusion and access, ecosystems can harness the full potential of their human capital, drive social cohesion and nurture sustainable and equitable economic growth.

An example of forward-looking and ambitious plan is the 2030 Agenda for Sustainable Development Goals (SDGs)¹³ which is a comprehensive and universal framework and roadmap that has been created to cover important issues to improve the population's quality of life, care for the planet and sustainable development. Therefore, all individuals play a fundamental role and we must explore the tools necessary to participate and contribute at the individual, group, institutional, community or ecosystem levels.

The SDGs serve as a rallying point for actors committed to change, providing a common language, vision and set of priorities. They offer a shared understanding of the pressing issues facing humanity and provide a roadmap for collective action. The goals and targets guide efforts to eradicate poverty, promote prosperity, protect the planet and ensure peace and justice for all.

To effectively address global challenges, the integration of the SDGs into innovation and institutional change processes is crucial. Innovation plays a vital role in developing sustainable solutions, while institutional change ensures that systems and structures support and enable the achievement of the SDGs.

Integrating the SDGs into innovation processes requires a deep understanding of the goals and targets and their relevance to specific contexts. It involves identifying how innovation can contribute to the achievement of each goal and leveraging technologies, business models and social innovations to drive progress.

During my Ph.D., I delved into the work of two renowned scholars, Amartya Sen and Martha Nussbaum, that have been decisive to the field of human development and the underlying principles of the United Nations.¹⁴ Their approach, commonly known as the capability approach, highlights the importance of expanding people's freedoms and capabilities as the central goal of development. Sen and Nussbaum's human development approach provides a holistic perspective that aims to improve the well-being and quality of life for all individuals across the globe. By focusing on expanding people's freedoms and capabilities, promoting agency, inclusivity, fostering participatory decision-making and embracing environmental sustainability, this approach offers a valuable framework for understanding and addressing global challenges [10, 12] (Fig. 3.3).

Fig. 3.3

Amartya Sen, Martha Nussbaum and Henry Richardson,Footnote

Professor Senior Researcher Scholar, Kennedy Institute of Ethics, Georgetown University.

hosting of the conference of the human development and capability association (HDCA) held in September 2015

Stay engaged as we proceed to Chap. 4, where we focus on establishing a culture of innovation and risk-taking to entrust individuals and organisations as agents of positive change. The journey continues to provide entrepreneurs in organisations and ecosystems with actionable insights and tools to shape a more resilient and adaptive future for our world.