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6 November 07

Revolving Doors Agency’s approach to replicating innovation

Summary

This paper is a case study of the key strategic decisions taken by Revolving Doors Agency in replicating its innovation. The learning gathered during this process reflects the challenges and choices faced by an organisation that is (i) attempting to replicate solutions to social problems that are entrenched, complex and systemic; and (ii) working at points in the system where there is little commissioning priority and where no single under or Government body has responsibility.

Seven learning points come out of Revolving Doors Agency’s experience:

1. Where unmet need results from gaps in commissioning, there has to be simultaneous focus on developing a model and shaping/informing the commissioning system.

2. Considerable investment is needed in ‘filling the credibility gap’ between innovative ideas and the external reality.

3. Clarity should be reached on whether new delivery expertise is needed by the system or whether existing expertise can be channelled.

4. A disciplined focus on ‘good enough’ outcomes is required so that the value of innovation gets replicated and preciousness is avoided.

5. Replication exists on at least two levels: replicating a delivery model and replicating the process of establishing and embedding that model locally.

6. A culture of constant enquiry is needed to avoid the illusion of a ‘silver bullet’.

7. The journey towards replication is likely to require considerable willingness and capacity to change organisationally.

All of these learning points show the need for risk-related investment beyond the process of developing and running the initial innovation itself. Where complex social problems and environments exist, organisations are also likely to need longer term partnerships with funders in order to make an impact.

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