Driving Systemic and Multi-level Transformative Governance

Abstract

This chapter explores how transformative governance can continually evolve and improve, ensuring that it remains responsive to the ever-changing challenges of the future. It underlines the value of continuous learning and innovation within multi-level and multi-agent governance processes.

…matchmaking, creating bonding, networking…

Let’s embark on transformative, holistic and impactful innovation journeys!

This chapter explores how transformative governance can continually evolve and improve, ensuring that it remains responsive to the ever-changing challenges of the future. It underlines the value of continuous learning and innovation within multi-level and multi-agent governance processes. Organisations and innovation ecosystems can maximise their collective wisdom, leading to more effective and adaptive governance through knowledge sharing and cultivating a culture of openness.

We aim to get the involvement of more partners working towards the common good, so that we, individuals, companies, entities and ecosystems can navigate innovation futures with a greater sense of credibility and a broader base of support.

Institutions and/or individuals¹ address issues differently, to different extents, lengths or depths. This depends on their nature, scope and features (large or small companies; public or private entities), vision, mission and strategic plans, interest and specific needs, resources, etc.

An enthralling highlight of this chapter is our exploration of the multidimensional co-creation vortices of transition—a collection of more than 20 dimensions, all starting with the letter ‘i’. Through the creative interaction of these dimensions, we gain insight into the diverse facets of transformative change, shedding light on the intricate nature of transitions.

Let’s start by presenting the needed collaborative dimensions and dynamics.

5.1 An Overview of the Multi-i Collaborations for Transition—20+ Dimensions that Start with An ‘i’

In this fascinating exploration, the following figure presents an overview of the diverse dimensions of transformative change, each denoted by an ‘i’. These offer a holistic perspective, encompassing various facets of transition and fostering a deeper understanding of the complexities at hand.

The figure graphically illustrates a synthesis of the main elements and dynamics that we have been testing and experimenting in the last 20 years to promote change and governance processes in organisations, ecosystems and shared agendas. This will be explained along the chapter sections (Fig. 5.1).

These over 20+ elements that start with an ‘i’ intertwine as follows:

• 3 fundamental elements: innovation, inclusion and impact transversally tackled along the book as they underlie and guide the transition paths and the processes of change;

• 10 collaborative ‘i’s: interpersonal, intercultural, intersectional, intergenerational, interdisciplinary, interhelix, intersectoral, intra and interinstitutional, interregional and international;

• 9 ‘i’s that represent the different phases of the process of change: from the initial idea to the ideation, intuiting, inspiring, integrating, interpreting and institutionalising. With investing and incentivising as important dimensions to reward and boost innovation and entrepreneurship.

Fig. 5.1

Overview of the 20+ ‘i’ dimensions

How does it work?

Ad hoc in-house and in-context co-creative processes are designed and triggered by activating different (up to 20+) interrelated dimensions that start with an ‘i’, hence its ‘multi-i’ collaborative nature: interpersonal, interinstitutional, interdisciplinary.

For a systemic process of change in organisations and ecosystems to occur, several elements need to be integrated in a cohesive and interconnected manner.

• 1. The effective deployment of multi-level innovative governance implementation and deployment dynamics and methodologies which guide the collaborative process and nurture the practical realisation of innovative solutions.

• 2. The grounding principles and shared visions explained in Chap. 3. This derives from the combination of collaborative efforts 10 Collaborative i’s through which individuals exchange ideas, share experiences and work together on projects. These enable interaction and co-creation within organisations and ecosystems and create opportunities for collective problem-solving, enhancing creativity and allowing individuals to learn from one another and leverage collective intelligence. Engagement should go beyond information dissemination and consultation, striving for active participation, entrusting actors and fostering lifelong learning and capacity building.

• 3. The socio-digital innovations that provide the socio-technical backbone for the multi-level governance process of change. These refer to the digital platforms, technological systems and networks that provide the necessary foundation for innovation and collaboration. Collaboration and co-creation platforms facilitate dialogue, coordination and joint decision-making, enabling collaborators to align their efforts and amplify their impact.

  They enable the seamless exchange of information, resources and ideas among different actors, facilitating co-creation, knowledge sharing, problem-solving the investment and adequate allocation of resources which secure sustainability and boost innovative ideas to thrive.

5.2 The Deployment of Multi-level Innovative Governance Dynamics—The 10 Collaborative Elements that Start with An ‘i’

The Eoh-for-Good collaborative dynamics revolves around 10 collaborative elements that start with an ‘i’, such as interpersonal connections, intercultural dialogue, interdisciplinary collaboration, intersectoral partnerships, etc.

Multi-i collaboration means the coming together of different people, organisations and actors to understand and solve complex problems in a more collaborative and mutually beneficial manner. Win–win relationships bring together diverse perspectives, knowledge and skills increasing effectiveness, efficiency, quality and sustainability.

Collaboration promotes inclusive decision-making, collective ownership and shared responsibility leading to fairer outcomes and positive impacts. Through collaboration and co-creation among diverse interested parties we can establish a more comprehensive and negotiated collective vision by involving all relevant actors. This ensures that the deployment process considers the perspectives and needs of all actors involved.

Actively involving and consulting with interested parties, affected communities and marginalised people or at risk of exclusion from the outset is crucial for meaningful engagement of actors fair deployment and positive impacts throughout the innovation process. Collaboration and knowledge sharing among individuals with diverse backgrounds and expertise can lead to innovative problem-solving approaches.

It involves translating ideas and concepts into tangible actions, products or services that can create potential real-world positive impact. Implementation and deployment require new collaborative governing mechanisms to align shared goals and strategies, coordinated efforts and resource allocation across the different collaborators in the transformative innovation path

Drawing on a collective intelligence, that aligns and negotiates different needs, interests, rhythms, etc., they can lead to:

• transformative change that benefits the common good,

• enhances coordination, problem-solving capabilities and innovation,

• reduction of duplication of effort, and

• a more unified voice.

When interested parties collaborate and share their expertise, background, best practices and lessons learned. They generate novel approaches to complex challenges.

Effective collaboration is more likely to occur when participants have a clearly stated purpose based on shared values and interests. It is essential to recognise that the partners involved often value different things. The goal of collaborative work is to find common ground and generate collective action to improve the quality of the work. With an increased capacity to solve complex societal problems, multi-i collaborations can lead to significant and sustainable change.²

By consciously integrating these elements, combined in different ways and depths into the innovation processes within institutions and ecosystems actors committed to change can create synergistic and transformative governance dynamics.

These ten collaborative ‘i’ dimensions can be sorted out according to three attributes: (a) personal traits, (b) points of view, fields of study and sectors of application and (c) multi-layers of collaboration, as portrayed in the table (Fig. 5.2):

Fig. 5.2

The 10 collaborative ‘i’s

These co-operations facilitate:

• building trust and establishment of closer bonds which are the grounds for interpersonal, interdepartamental, intersectoral, collaborations, exchange and proliferation of knowledge, ideas, points of view, interests, methodologies, initiatives, projects, products or services;

• promoting networking and communities of practice that provide a collective and learning platform for problem-solving, enable the identification of shared priorities, and the development of joint initiatives;

• entrepreneurship training, support programmes, access to funding, networking events and mentorship programmes that address the unique challenges faced by these groups;

• the mobilisation and sharing of resources and efforts to achieve common goals;

• stakeholder consultations, public forums and/or the establishment of advisory groups that represent diverse interests and

• finally, assembling initiatives to leverage the power of collaboration in driving meaningful and sustainable change.

Diverse perspectives and expertise are essential for generating innovative ideas, ensuring accountability and fostering ownership of the transformation agenda.

These are briefly explained below:

According to Personal Traits

Interpersonal

An interpersonal relationship [1] refers to a strong partnership between people working on the same project or organisation. Partners working together must share a special bond to deliver their best. People must be honest with each other for a healthy interpersonal dynamic and, ultimately, a just positive workplace environment. In an organisation: on the one hand, non-existent professional friendship has negative impacts because it would create a one-brain decision situation, invite monotony and lack of collaboration would reduce performance. On the other hand, if there is a friendly atmosphere, it would create a direct impact on the organisational culture.

Interpersonal intelligence [2] is the ability to relate well to others and manage relationships. It can be seen as the ability to communicate and understand and interact effectively with others. It can also be seen as the ability to recognise distinctions between other people, react appropriately to their needs, understand their actions and feelings and appreciate such perspectives with empathy.

Interpersonal relations happen when we generate relationships of trust, honesty and respect among people. These are crucial to build and maintain interpersonal relationships in any given context or endeavour. When in place, their positive effects have a supportive impact on the atmosphere and morale of individuals. Interpersonal relations³ and bonding between individuals help raise mutual knowledge, build trust, higher levels of engagement and a self or group-motivating performance drive. Many differences can arise in a collaborative environment, so maintaining healthy relationships and fluid communication between colleagues is vital to a group’s functioning.

Elements such as empathy,⁴ affinity⁵ and commitment⁶ must be embraced in organisations that aim to have good results from their work teams to be able to enhance social energy.

Intercultural

Intercultural relations happen when we interact and collaborate with people from different cultures and cultural diversity comes into play.

Crucial in this dimension are the elements of intercultural literacy and intercultural communication. Several authors have attempted to define intercultural communication which refers to communication between people of different cultures [3: 28]. Intercultural communication is a symbolic, interpretative, transactional and contextual process in which people from different cultures create shared meanings [4: 46]. Intercultural communication refers to the effects on communicative behaviour when different cultures interact together.

Coaching services allow sharing concerns and problems and help resolve the cultural dilemmas⁷ that arise in the collaboration.

This collaboration happens when people from different cultural backgrounds come together, adapting the rules of operation and the ways of working together. Depending on the cultural background, there are different modus operandi, based on subtle differences [5] going beyond superficial behaviours to understand the various underlying assumptions.

Leaders appreciate other points of view by delving into the different layers of culture and identifying the most important dimensions of the cultural frameworks involved, they can broaden their perspective capitalising on differences and enhancing enrichment. Intercultural collaboration aims to establish and sustain intercultural dialogues and two-way relations of mutual appreciation.

Overcoming differences can lead to business success and joint ways forward. Honest and respectful conversations and forms of collaboration of mutual interest are based on recognising the diversity of contexts and practices [6].

Intersectional: Leveraging diversity and inclusivity

Inclusive dynamics provide equal opportunities for all individuals, irrespective of gender, race or socio-economic background. Diversity and inclusivity are essential for nurturing entrepreneurship and building more robust self-organised emerging systems. By embracing diverse perspectives, experiences and backgrounds, entrepreneurs can unlock a wealth of innovative ideas and approaches to contribute to and benefit from systemic innovation. This requires breaking down barriers and promoting collaboration among different key players, including government, academia, businesses and civil society.

The Oxford Dictionary defines intersectionality⁸ as ‘the interconnected nature of social categorisations such as race, class and gender, regarded as creating overlapping and interdependent systems of discrimination or disadvantage’ [8, 9]. Intersectionality is the acknowledgement that everyone has their own unique experiences of discrimination and oppression and we must consider everything and anything that can exclude people—gender, race, class, sexual orientation, physical ability, etc. This is invaluable for understanding why equity and inclusion must be prioritised.

We all have multiple and diverse identities that cannot be disentangled from each other: they all come together to define who we are and how we understand and interpret the world.

Bringing different visions to a socio-digital innovation process and/or partnership is invaluable for an ethical and egalitarian starting point. SDG 5 related targets advocate for equality for women and girls so that they have the same opportunities and guarantees for personal and professional development at all stages of their lives as men, breaking down structures that downturn them.

The European Commission published the report Approaches to include gender equality in research and innovation (R&I) to enable all talents to reach their fullest potential so they can contribute to ground-breaking R&I, regardless of their personal or social background. This is underlined in the EU Pact for R&I, which sets gender equality and equal opportunities for all as one of its core principles. To promote diversity in R&I and open its gender policy to intersections with other social characteristics, such as ethnicity, disability and sexual orientation.⁹ The EC supports the development of inclusive gender equality plans (GEPs) and policies in line with the 2020 Communication on the new European Research Area (ERA) and ERA Policy Agenda 2022–2024

Intersectional coalition building is critical to the success of diversity and inclusion efforts. Mutual support will allow for broader reach, wider impact and stronger relationships that can raise future opportunities for innovation and partnership.

Some of the potential benefits of intersectional collaboration are:

• boosting higher impact with fewer resources and a more efficient use of time by pooling resources and supporting each other’s initiatives, greater impact is achieved;

• increased engagement and visibility through the collaboration across groups which amplifies the reach of initiatives and the exposure to learn more and engage;

• easier to gain community buy-in by increasing diverse representation, participation and engagement, highlighting the collaboration between groups and communities’ throughout the innovation life cycle and

• inter and cross-group alignment and solidarity.

To properly address intersectional collaborations, some examples of indicators are

• Gender Equality Index and Diversity: https://eige.europa.eu/gender-equality-index/2022

• Non-discrimination/Inclusion: High Level Group on Non-Discrimination, Equality and Diversity.

Intergenerational

This dimension is about treating everyone fairly, regardless of their age. It means avoiding age discrimination, whether someone is young, older or anywhere in between. The aim is to promote equality for people of all ages. Intergenerational relationships [10] typically focus on sharing knowledge, cultural norms and traditions, reciprocal care, support and resource sharing.

Current socio-economic and demographic trends are challenging intergenerational relationships.¹⁰ Intergenerational approaches have the potential to address many social development priorities, such as the building of active communities (e.g., revitalising public infrastructure through community-based projects), promoting responsible citizenship, as well as addressing inequality and social exclusion.

Fundamentally, organisations that take the time to understand intergenerational dynamics can develop a solid plan to pass the baton smoothly, from generation to generation, without losing all the knowledge, wisdom and experience accumulated over the years, and combined with the inputs, skills and better adaptation to the technologies of the new generations.

However, this intergenerational collaboration in which all actors can express their voice and agency [12] would not be possible with an isolated and compartmentalised approach. Instead, these efforts can only be achieved through collaborative, inclusive processes and concrete actions.

To understand how important, it is to foster intergenerational collaboration, we must refer to ageism, a concept described by the United Nations as stereotyping (how we think), prejudice (how we feel) and discrimination (how we act) towards others or oneself based on age. The latest United Nations report¹¹ on ageism [13] shows that one in two people in the world has ageist attitudes, which impoverishes the physical and mental health of older adults and reduces their quality of life, costing society billions each year with endless consequences for the people concerned and society at large.

Intergenerational collaboration¹² occurs when intergenerational projects or activities are purposefully planned to include one, or several aims and outcomes across the generations (e.g., all participants participating with equal treatment, respect and taking into consideration their needs, level of experience, skills, values and knowledge).¹³ This collaboration can occur in a formal, non-formal or informal setting.

Promoting innovation through a participatory intergenerational process gives an active role to people from all ages to influence, adjust, test, uptake, etc. innovation in real time, by being part of the process.

According to Different Points of View, Fields of Study and Sectors of Application

Interdisciplinary

Interdisciplinary relations occur when we recognise that solving complex problems requires integrating methodologies, ideas, concepts and approaches from different disciplines. By engaging in dialogue and collaboration, we can approach information processing and idea generation from fresh perspectives, leading to innovative and impactful outcomes.

Despite 40 years of ongoing debate and the lack of clear definitions and terminology [15, 16], we can operationalise interdisciplinary as an activity that involves integrating knowledge, theories or methods from diverse fields, resulting in holistic and systemic solutions [17].

Interdisciplinary collaboration, as highlighted by [18], is a complex phenomenon where professionals from various fields come together to achieve common goals [19].

Multidisciplinary can be seen as a juxtaposition of disciplinary components, while transdisciplinarity involves integrating interdisciplinary approaches with the engagement of non-academic actors in the research process, addressing the ‘applicability gap’ [15, 20].

In fields like engineering, psychology, economics and biology, addressing complex problems such as global warming requires collaboration among diverse disciplines. Collaboration enables researchers to step out of their comfort zones, promoting personal and organisational growth.

Interdisciplinary collaboration brings fresh perspectives and sparks innovative thinking, leading to new research and innovation breakthroughs. Its application in projects raises valuable learning, incorporating unexplored viewpoints for enhanced outcomes and creative processes.

Recognising the significance of interdisciplinarity, universities are increasingly adopting it as a fundamental approach to optimise results [21].¹⁴ This includes explicit commitments in strategic plans, sustained support for interdisciplinary education, recognition of interdisciplinary expertise and improved evaluation of interdisciplinary research and teaching.

By establishing mechanisms that encourage interdisciplinarity, especially for early-career researchers, we can unlock its potential for significant positive change.

The application of interdisciplinary collaboration in projects can yield valuable innovation paths, leading to enhanced outcomes by incorporating new and unexplored perspectives. Such collaboration generates synergies for creative processes, communication and paradigm shifts.

Interhelix (quadruple or n-helix)

Quadruple helix collaboration encompasses the active involvement of academia, industry, government and civil society. It has emerged as a transformative approach to innovation and societal development recognising:

• that effective solutions to complex challenges require the collective intelligence, resources and perspectives of multiple collaborators; and

• that innovation and societal progress require the synergistic efforts of multiple key players, each bringing their unique perspectives, knowledge and resources to the table.

The quadruple helix approach promotes a transdisciplinary and participatory approach to problem-solving, driving innovation through cross-sectoral collaboration. Quadruple or n-helix collaborative approaches enable interested parties to pool resources and expertise, exerting influence on policy-making processes and advocating for necessary reforms.

Within this dimension, living labs have gained prominence as collaborative spaces where key players come together to co-create, test, and implement innovative solutions. Living labs serve as real-world environments, allowing for the experimentation and validation of ideas in diverse contexts. They enable end-users to actively participate in the innovation process, ensuring that solutions are user-centric and address real needs.

The evolution of living labs has led to the emergence of a new generation characterised by a networked structure. Rather than operating as standalone entities, these living labs form interconnected networks, sharing knowledge, resources and best practices. This networked approach promotes cross-pollination of ideas and facilitates the scaling and dissemination of successful solutions.

The networked structure of the new generation of living labs aligns well with this vision, as it promotes collaboration and knowledge exchange across different regions and domains. It facilitates the creation of a vibrant ecosystem where interested parties can collectively work towards achieving the triple transition goals, sharing experiences and leveraging each other’s strengths.

Intersectoral

The intersectoral relations occur when we see the need to resolve the issues that affect or need the coordination and collaboration of different sectors.

In cross-sector partnerships or intersectoral collaborations, institutions from different sectors¹⁵ collaborate to address complex societal issues and promote a combination of socio-digital-business innovation. Intersectoral collaboration has two dimensions: horizontal and vertical [22].

First, the horizontal dimension links the mainstream sector with different sectors. This can be with other sectors, such as finance, justice, environment and education, and non-governmental representatives from the voluntary, non-profit and private sectors.

The second vertical dimension links different levels within a given sector. Collaboration along the vertical dimension helps to ensure better coordination and alignment of purpose between, for example, other groups of an organisation, such as frontline workers and centralised policy makers, various levels of governance (e.g. municipal and provincial counterparts, or different geographical regions of a country).

This is linked with the intra-institutional collaboration among colleagues within one unit, among departments or divisions, etc. Having in mind the common problem with a holistic view of the context in which to work helps the organisation to master its own ‘piece of work’. This means not just focusing on the specific job you are working on but how it fits in with all your other projects and with the rest of the organisation’s goals, dynamics and projects. To address this and to have an improved view of the bigger picture, you need to work with a cross-functional team with different experiences, rhythms, tools, points of view, etc. When the right circumstances are in place, this results in greater involvement in a more inclusive and motivating working environment.

To resolve the problems, move forward and generate real changes or positive impacts in an area, sector or challenge in question, we need the combined work of different types of actors. If we take as an example the emergence created by the growing number of wildfires in different parts of the world, we will need from the most immediate intervention of the firefighters who must put out the fire that is already there, to the most remote of the care of the ecosystem forest with different uses, different care and in a long-term perspective.

According to The Multi-level Layers of Collaboration

Interinstitutional

Institutional change goes beyond organisational boundaries and encompasses broader systemic transformations. It requires an understanding of the interconnections between institutions and their influence on various aspects of society, such as sustainable development, social equity and economic prosperity. By aligning institutions with these broader goals, it becomes possible to drive positive and inclusive societal change.

Institutions cannot work in isolation from its ecosystem. In the current hyper-connected world, each one has to seek a network of different types of organisations with which to establish meaningful partnerships to exchange and learn, support each other and find the balance between collaboration and competence. Establishing and maintaining relationships with other public and private, local, regional, national and/or international entities can enrich the work carried out and the products or services produced or delivered.

Interinstitutional collaborations can take various forms depending on the nature and objectives of the participating organisations. The following are just a few examples of the many types of interinstitutional collaborations that exist. The specific collaborations undertaken depend on the goals, capabilities and areas of interest of the participating institutions. These can be of different nature, thus linking with cross or intersectoral and international dimensions.

• Research collaborations: Institutions from academia, research centres and industry collaborating to conduct joint research projects, exchange and produce knowledge, share resources, create patents, spin offs, etc.

• Consortia and partnerships: Multiple institutions that come together to form a consortium or alliance, pooling their resources, expertise and infrastructure to work on common goals or projects.

• Joint educational programmes: Educational institutions collaborate to offer joint educational programmes, where students can earn a school, vocational training, university programme, etc., from two or more institutions upon successful completion.

• Exchange programmes: Institutions establish reciprocal exchange programmes that allow students, faculty or researchers to spend a period of time at partner institutions, promoting cultural exchange and academic collaboration.

• Training and workshops: Institutions collaborate to organise joint training programmes, workshops or seminars to enhance the skills and knowledge of their staff, faculty or students.

• Technology transfer: Academic institutions partner with industry or commercial entities to transfer their research findings or intellectual property for commercialisation or practical applications.

• Policy development: Institutions collaborate to develop policies, guidelines or standards in areas such as health care, environmental protection or governance, pooling their expertise and perspectives.

• Shared facilities and resources: Institutions share facilities, equipment or resources to reduce costs, improve efficiency and foster collaborative research or educational initiatives.

• International collaborations: Institutions from different countries collaborate on joint projects, research initiatives, student exchanges, or capacity-building programs to raise international cooperation and knowledge sharing.

• Advocacy and lobbying: Institutions with similar interests and goals form alliances or coalitions to advocate for policy changes, influence legislation, or address common concerns at local, national or international levels.

• Artistic and cultural collaborations: Institutions in the arts and cultural sectors collaborate on joint exhibitions, performances, festivals, or cultural exchange programs to promote artistic exchange and enrich cultural experiences.

• Consortium purchasing: Institutions join together to negotiate bulk purchasing agreements for goods and services, leveraging their collective buying power to achieve cost savings.

• Data sharing and collaborative analysis: Institutions share data sets, collaborate on data analysis, or establish data consortia to advance research, solve complex problems, or gain insights from diverse data sources.

• Humanitarian and development initiatives: Institutions collaborate to address global challenges, such as poverty alleviation, healthcare access, education or disaster response, by combining resources and expertise.

Interregional

When preparing organisational change, interregional cooperation is an important objective to consider as is central for addressing cross-border challenges and collaboratively developing the potential of different territories [23] (e.g. the EU cohesion policy). To support such cooperation, the European Regional Development Fund offers three main components: cross-border, transnational and interregional cooperation. These collaborations strengthen the institutional capacity of public authorities and actors, promoting efficient public administration through the exchange of expertise, good practices and experiences.

In the period 2021–2027, interregional collaboration will allow regions to use part of their allocation to fund joint projects anywhere in Europe. The new generation of interregional collaboration programmes (Interreg¹⁶) will facilitate Member States in overcoming cross-border obstacles and developing joint services. The Commission proposes a European Cross-Border Mechanism as a new instrument to harmonise legal frameworks for border regions and Member States, using the European Committee of the Regions¹⁷ as a model for organising and implementing this partnership. This will offer regions and local authorities a formal say in EU legislation, meeting their needs effectively.

Closely connected to this type of collaboration is the Smart Specialisation Strategy or RIS3,¹⁸ which highlights partnership and the pursuit of active involvement from various actors, including companies, research institutions, civil society organisations and national, regional and local authorities.

Understanding interregional collaboration involves recognising a verticality of actors, ranging from the most local to a broader scope within the region, with each having an equal role in the process, tailored to national and regional institutional structures.

An exemplary case is the 4-year H2020 project called URBANOME, which embodies quadruple helix collaboration to comprehensively address urban health and well-being. The project develops an integrative analytical framework for cities, identifying key health determinants. Through Urban Living Labs, policies and precision interventions are co-created and tested, involving citizens, industry, public authorities and academia, leveraging their experiences and networks. The pilots conducted in multiple cities explore environmental factors, susceptibility, gender differences and socio-economic disparities, culminating in evidence-based policy recommendations to mitigate urban health inequalities. URBANOME actively participates in the European Cluster on Urban Health alongside five other funded projects.

International

Internationalisation plays a vital role in our daily, professional or academic life, but also for commerce and trade, diplomacy, political and socio-economic stability, etc. In fact, international collaborations have emerged as a powerful force in driving change and cultivating innovation in organisations and innovation ecosystems in a hyper-globalised world. By bringing together diverse expertise, resources and perspectives from other regions or contexts in the world, these collaborations offer unique opportunities for transformative growth [24].

International collaborations facilitate cross-cultural exchange, enabling organisations to tap into a rich pool of knowledge, experiences and approaches. The interaction of diverse cultural perspectives encourages creativity, alternative problem-solving methods and challenges conventional thinking.

International joint efforts provide organisations with access to global talent, allowing them to leverage a diverse range of skills, expertise and perspectives. By engaging with experts from different countries and backgrounds, organisations can assemble high-performing teams with complementary capabilities. This diverse talent pool enhances the capacity for innovation, fosters knowledge sharing and stimulates the emergence of novel ideas.

International partnerships offer access to shared resources and infrastructures, allowing organisations to leverage existing capabilities and facilities in different regions. This includes research laboratories, testing facilities, funding mechanisms and intellectual property. Such access can accelerate research and development, reduce costs and enhance the scalability of innovative solutions. Collaborations also enable the pooling of resources to address grand challenges that require extensive investments and expertise.

Promoting ‘glocal’ synergies open doors to connect the local and global spans. Although innovation is grounded in specific locations and requires local implementation, yet it is crucial to ensure that local strengths are in harmony with common ‘glocal’ objectives (e.g. EU priorities, SDGs, other regions’ needs).

By partnering with organisations in different countries, organisations can tap into foreign market insights, access distribution channels and navigate regulatory frameworks. This expansion provides opportunities for scaling up innovations, reaching a broader customer base and driving economic growth, and open up new markets that facilitate the commercialisation of innovative products and services.

International coordination nurtures collaborative learning and knowledge transfer between organisations through joint research projects, academic partnerships and industry collaborations. Organisations can share best practices, exchange technological advancements and learn from each other’s successes and failures. This collective learning nurtures a culture of continuous improvement, accelerates innovation cycles and builds long-term capabilities.

Just and sustainable practices can enhance the overall reputation and attractiveness of the organisation or the innovation ecosystem, attracting talent, investment and collaboration opportunities. Investors and interested parties increasingly prioritise sustainable social and planet-driven considerations in their decision-making. And demonstrating these commitments are becoming more important to attract funding and support.¹⁹

By involving diverse perspectives, local knowledge and lived experiences, innovation processes can be tailored to specific contexts, addressing social inequalities and ensuring equitable outcomes.

5.3 Forming Multi-i Collaborations

This section explores the power of collaborative vortices in driving transformative governance. By bringing together diverse actors and stakeholders, co-creative multi-i tornado become hubs of innovation, generating transformative solutions to complex problems faced by entrepreneurs, teams, organisations and ecosystems.

We delve into real-world examples of successful vortices and how they have sparked positive change in various contexts. The figure below captures the three main moments of the process of generating collaborative transformative dynamics (Fig. 5.3):

Fig. 5.3

Multi-i co-creative governance tornado

• 1. forming multi-i collaborations;

• 2. navigating multi-level and multi-actor governance processes; and

• 3. maximising shared outcomes and impacts.

5.3.1 How to Start Processes of Change

The process of change is based on the given circumstances of a context has many uncertainties. Normally, these processes are underway and are hardly seen as they start with timid innovations from below (bottom-up).

On most occasions we do not know where to start. What drives us is a sensed need, an intuition or an incipient, still vague, idea of what we need to achieve, but we do not really know where to go or how to get there. Neither how the journey will be.

An initial vision triggers us to start.

An initial identified need and a forward-looking vision boosts the elementary steps. The initiators are committed entrepreneurs who search for others (peers, colleagues, allies) who might have some interest in, and benefit from, the initial vision.

Usually, a motivated (intra)-entrepreneur has a vision or that sensed idea of why it is necessary to drive that change. To turn the idea into reality, we start crystallising it into attempts, concrete initiatives or projects co-created, with several agents. There begins a rotating, still conventional movement, more typical of project management, following the stages of co-design, implementation, monitoring and further evaluation of the idea. Continuous learning helps to flexibly adapt based on the lessons learned (Fig. 5.4).

Fig. 5.4

Stages of the rotating movement

These emerging developments lead to novel configurations and co-creations. At this stage, incremental changes occur on a small scale, gradually building up an impetus that will manifest in subsequent phases.

In this sense, when an organisation or an innovation ecosystem set in motion the right circumstances multi-actor and multi-level co-creative vortices are formed. However, if the necessary elements are not provided or the change processes are not properly organised, these incipient initiatives might dissipate or fade away, like most tornadoes, which is the metaphor associated with this model. Just as a tornado requires a specific combination of weather conditions to form,²⁰ companies, entities, organisations need to prepare with anticipation for unforeseen circumstances to show resilience and readiness to adapt or quickly react to the given circumstances.

There needs to be a ‘super cell’—a unique and precise alignment of factors—for the desired outcomes to materialise effectively, such as the promotion of an institutional culture for identifying and enhancing intra-entrepreneurship as explained in Chap. 3.

The base of the vortex rotates based on the combination of factors: the generation of new ideas, the capacity and willingness of the organisation to nurture intra and entrepreneurship, engagement of key players, right timing.

In organisations and innovation ecosystems, there are many particles (in the air, in the ground, at different altitudes) that are disconnected dots (Fig. 5.5).

Fig. 5.5

Stages of the rotating movement and particles

In our visual way to explain the process, these are innovation particles (ideas, projects) that are activated by initiators, agents of change, leaders in different positions within an organisation or innovation ecosystem with vision and commitment to start processes of change. When a group of innovators and interested parties are identified and aligned, a whirling of co-design and co-creation movement in the base sets the process in motion.

This is what we call the multi-i co-creative governance tornado for innovation. The active engagement, involvement and alignment of relevant interested parties, including internal and external partners, ensures collaboration and shared ownership of the process of change.

We have experienced that this active spiralling movement of co-design in the base, ignites different forms for collaborations: from interpersonal relationships to international competitive proposals that respond to different degree of needs (from community-based to grand challenges).

5.3.2 Navigating Multi-level and Multi-actor Innovative Governance Processes

Collaborative governance and anticipating management mechanisms and dynamics have increased exponentially thanks to the Internet and the socio-economic and technological progress achieved in a few decades (globalisation and interconnectedness, geopolitics).

We need better design and enhanced collaborative spaces for co-creation. These are physical or virtual environments specifically designed to raise collaboration, creativity and co-creation among diverse participants. Living labs, innovation hubs, co-working spaces and digital platforms serve as spaces where individuals from different departments, units or services within or across a company or an organisation (academia, industry, government and civil society entity) can come together to exchange knowledge, engage in experimentation and collectively develop innovative solutions to complex challenges. These collaborative spaces are the basis to boost the multi-i co-creative dynamics and vortices that are able to accelerate processes of change for the common good (Table 5.1 and Fig. 5.6).

Table 5.1 Element 7 of the compass

Fig. 5.6

Ten collaborative ‘i’s with the movement of co-operations

The illustration shows a joystick that expresses the bottom-up, top-down and middle-round movement of the co-operations. It expresses the horizontal (combining different initiatives or innovations of ‘i’ collaborations) and the top-down, bottom-up, middle-round movement of the co-operations. These 360º strategic, tactical and operational management can trigger initiatives and processes within or across units, departments, divisions, institutions or ecosystems.

Forming multi-i collaborations refer to processes explicitly designed to promote collaboration, foster creativity and encourage co-creation among a wide array of stakeholders (Table 5.2).

Table 5.2 Element 8 of the compass

The base of the vortex rotates when the right circumstances are provided through ideas inception, intra and entrepreneurship, stakeholder engagement and continuous learning and adaptation. By exchanging knowledge, engaging in experimentation and collectively developing innovative solutions, these spaces act as the rotating bezel of a compass. These elements ensure alignment, collaboration, shared ownership, ongoing improvement and resilience in the face of change. The funnel keeps rapidly growing by absorbing the innovation particles from the edges (interdisciplinary collaborations, local or international intersectoral projects, patents).

The initial intuition evolves as the process moves ahead. For keeping track of the change ahead, it is crucial the alignment of the leader or leaders with a continuous co-evolving forward looking vision for change (Fig. 5.7).

Fig. 5.7

Multi-‘i’ co-creative governance tornado

When the multi-i collaborations become stronger in organisations or innovation ecosystems, a more vigorous centripetal movement can suck more innovations into the co-creation funnel. This creates a whirlwind effect where innovation ideas are drawn in from different levels:

• the grassroots,

• the middle management, and

• the top leadership.

All the different dynamics of collaboration, initiatives, projects, concrete things are those particles that enter the co-creation vortex.

In the next phase of the model, we see that the spiral of the innovation vortex expands, attracting and sucking all these innovation particles from the edges (innovation cells attracted to the centripetal force of the vortex).

Normally, innovation cells do not come from the mainstream or established system, but from the shores. That is where the multi-i co-creation mechanisms begin to gain relevance, when we see that all these innovative particles enter collaborative dynamics.

The way the process of change is materialised is through concrete initiatives, such as devising joint proposals, projects, patents, publications, adaptation of institutional processes to new regulatory frameworks, aligned with the shared vision, including the needs and interests of all parties involved (Fig. 5.8).

Fig. 5.8

Multi-‘i’ co-creative governance tornado and concrete initiatives

There are nine elements that comprise the different phases of the transition process. These are the ‘i’s in the centre of the illustration 19: From the incipient vision or idea that is quite intuitive and corresponds to the first stages: ideating, intuiting, inspiring then an innovation funnel grows based on the interactions and iteration of the different ‘i’s’ during the process to interpreting data and the specific contextual circumstances (the givens of the context), integrating the elements and institutionalising initiatives.

Let’s briefly explain the evolving stages in these multi-i innovation co-creative governance tornado.

• 1. From intuition and ideation, the base of the vortex rotates when the right circumstances are provided through ideas inception, intra and entrepreneurship, stakeholder engagement and continuous learning and adaptation, as explained before. Exchanging knowledge, engaging in experimentation and collectively developing innovative solutions act as the rotating bezel of a compass. These elements ensure alignment, collaboration, shared ownership, ongoing improvement and resilience in the face of change.

• 2. We interpret data on the current situation, what is to be achieved, the resources, the particles of innovation (who can we count on for, what is the real interest in the process of change). We interpret reality as we progress, we adapt based on two very important elements; flexibility and adaptability, (learning by doing) because we have to continually see what are the ‘givens’ and the evolutions of a specific situation, organisation or ecosystem.

• 3. Integrate the elements that we have (e.g. collaborative initiatives generated or being promoted, many times spontaneously, others with clear leadership). Here, we claim the need to boost professionalised accompanied processes (e.g. Eoh-for-Good expertise). This approach enhances synergistic dynamics fostering co-creation whirlwinds through conscious and better aligned decisions with a just triple transition. It empowers companies, organizations, entities and entrepreneurs to drive confident processes of change.

• 4. When the process of change stabilises, several initiatives get institutionalised, through investing, incentivising and aligning top-down, bottom-up and middle-round management mechanisms. This is the moment when plans or initiatives are promoted,²¹ for example by creating incentives and rewarding mechanisms and by including specific measures in strategic plans, protocols and more. Clear examples are compulsory regulations, such as the plastic directive or the data processing directive which are mandatory for companies.

When the entrepreneurial culture is nurtured and the conditions for change are triggered the impulse is boosted and the organisation can anticipate and position ahead.

The stages of the change process are not sequential or linear. The transformation is achieved through feedback and feedforward loops, going up or down in the vortex, applying the principle of continuous learning.

Constant adjustments are made as the process of change grows and scales with feedback and feedforward learning processes. These are resembled in the graph with the upward and downwards arrows.

We go some steps forward and then realise that some initiatives need further development or adjustments, certain pieces can better fit each other some other way and some initiatives may no longer respond to the expected outcomes and should be discarded or abandoned. We learn through experimentation and through perseverance, continuous negotiation and persistent balance of needs and interests of actors and institutions transformed into win–win games.

5.3.3 Maximising the Learning and Innovation that Occurs in Multi-level and Multi-agent Collaborative Governance Processes

The outcomes of the initial vision flourish in the form of institutional transformation, shared agendas or quadruple or n-helix innovation ecosystems. The illustration above shows how collaborative dynamics can result in three different pathways (Fig. 5.9).

Fig. 5.9

Three different pathways from collaborative dynamics

The first one is related to institutional transformation.

The second one is focused on the definition of negotiated shared agendas. Creating a shared vision and purpose provides a sense of direction and inspiration for change agents. The vision articulates the desired future of the institution or the innovation ecosystem (or a part of it) and the benefits that will be realised through the change process.

It is important that these agendas are not pre-designed in advance, but that all the interested agents are given a voice in the different initiatives, projects and actions where multi-i collaborations take place. This is so, for instance, in intergenerational collaborations, where listening to the different perspectives resulting from the dialogue between generations is crucial. Persons from diverse ages have very different ways of seeing and understanding life. Experts or professionals from different sectors can pose the problem from dissimilar perspectives. In most of the cases, solutions cannot be found without the support or vision of other sectors (e.g. understanding the validations that another company or laboratory has carried out on a given technology in other application domains).

The last one heads up towards more cohesive innovation ecosystems in which quadruple helix (or n-) helix participation is cultivated in the design, co-design, definition of challenges and governance processes. The outcomes and impacts of multi-level regenerative innovation extend beyond the individual organisations involved. Through knowledge spillovers, replication of successful models and the diffusion of innovations, the positive effects can ripple throughout the wider innovation ecosystem. This creates a virtuous cycle, where successful regenerative innovations inspire and catalyse further transformative changes in organisations, industries and society at large.

5.4 Reinforcing the Transition Gap—From Established to Emerging Systems

Heavy challenges, institutional tensions, market or revenue pressures, research and innovation readiness, etc., moisturising the soil for transition (Fig. 5.10).

Fig. 5.10

Overview of the process of transition © Eoh-for-good

During the initial phases or the first steps of an emerging system or process of change, innovations are introduced by socio-digital innovators and entrepreneurs, what I call, early adopters or agents of change.

All these processes and co-creation dynamics and mechanisms begin with ideas, micro-projects and incipient co-creation initiatives (joining the dots) nurtured by a flexible and adaptable approach that create communities of practice and networks or constellations of innovators and innovations. At the beginning there is more like an artisan’s job of uniting people and ideas into concrete initiatives (Fig. 5.11).

Fig. 5.11

Snapshot of the emerging phase © Eoh-for-good

Better trained agents of change could:

• identify innovators, intra and interentrepreneurs;

• align individual interests with those of the organisation and the systemic vision;

• connect the dots through concrete initiatives;

• build collaborations and propel ideas at the basis, from the bottom-up; and

• map out the system dynamics and recognising emergent properties with anticipation.

When we join the dots and a number of actors get involved in flexible and adaptable collaborative initiatives, solid and functional bases are established. These involve reuniting actors coming or representing the different ‘i’s into flexible and adaptable partnerships (e.g. including civil society organisations, businesses, government agencies and academia: the quadruple or n-helix) (Fig. 5.12).

Fig. 5.12

Ten collaborative ‘i’s © Eoh-for-good

These are the grounds for the emerging system. As the process of change goes along, the systemic vision is gradually being shared, refined and co-evolved with the contributions of the different agents involved. These common vision and commitment develop a driving transformative change at scale with collaboration taking various forms, such as collaborative projects, multi-stakeholder partnerships, co-creation processes and participatory decision-making that put in place and strengthen multi-i innovation whirlwinds (Fig. 5.13).

Fig. 5.13

Snapshot of the spanning power of multi-i co-creative vortices © Eoh-for-good

When the organisation or the ecosystem enters a culture of innovation and risk-taking, the tornado becomes stronger and innovation is sucked from below and from the edges. It expands because it generates an ever-greater mass of collaborations that reflects in higher production levels and indicators (innovation, scientific indicators), increased number of projects with different types of collaborations that take place, etc. This is the moment when an organisation or an ecosystem begins to generate disruptive innovative co-creation dynamics and the emerging system is gaining momentum. This is usually accomplished by entrepreneurial processes capable of manoeuvring in a middle-round approach (middle management) (like in the joystick presented in the previous section) making the horizontal connections but also the convergence between the top-down and the bottom-up layers.

When we find ways to make these processes official or more integrated into the mainstream, the company, organisation, unit develop enhanced capabilities. A meeting point where ideas from the bottom-up (coming from individuals and grassroots initiatives) join forces with top-down regulation (established rules and guidelines) by the leadership to strengthen the existing dynamics. By doing so, initiatives and projects can be boosted to embrace these ideas and work towards a common goal that benefits everyone involved. It is all about finding the best way to negotiate and bring together different interests for a better outcome.

Depending on the type and nature of the organisation, the dynamics and targets will be different.

In this process, there are several individuals or entities that contribute to maintaining stability or equilibrium within the organisation or ecosystem during the process of change. We have called them: mediators and balancers (Fig. 5.14).

Fig. 5.14

Mediators and balancers

These are persons that intervene in conflicts or disputes to help find a middle ground or reach a mutually acceptable win–win resolution. They work to balance the interests and perspectives of different parties (units, departments, suppliers, external entities) involved in order to promote understanding and harmony.

‘End of care’ work refers to the compassionate and supportive efforts focused on managing and facilitating the end stages of a system’s life cycle. It involves acknowledging that a system or model is no longer viable or effective and working towards its graceful and intentional closure. It involves providing care, guidance and resources to ease the process of letting go, ensuring a smooth transition to a new system or paradigm. It focuses on honouring the past while embracing the opportunities and transformations that lie ahead, promoting a nurturing environment for new developments.

By working together, entrepreneurs (early adopters and agents of change) and key players can leverage their respective strengths and resources, leading to more effective, inclusive and just sustainable solutions. This collaborative approach also christalises in concrete initiatives that develop and promote a sense of ownership, shared responsibility and collective action, unity and solidarity. Multi-i and multi-level cooperation within the organisation develop more innovative integrated agendas, ecosystems, partnerships, networks and alliances committed to change.