Collaborative Networking in Innovation Hubs

Are we realising the potential of our networks to make change happen? Most innovation emerges from collaborative projects where teams openly “borrow” & adapt each other’s (often small but powerful) ideas. Many networks & communities of practice could achieve so much more by experimenting together around collective priorities to generate & share new solutions. This is beyond spreading known “best” or “good” practices. It is about innovating to design new solutions collectively. So I appreciated this piece from Ed Morrison about three different kinds of networks: - Advocacy networks are communities that seek to mobilise people, creating pressure to shift policies, priorities or messages in a particular direction. Their aim is to connect & influence rather than to change how they themselves work. - Learning networks are communities of practice. They share knowledge, compare practice & build shared capability. Learning networks often excel at spread & improvement of existing practice, but only sometimes move into structured innovation work. - Innovating (or transforming) networks are communities that combine their assets - ideas, relationships, data, capabilities - to create new value that none could produce alone. They manage collaboration as a process of experimentation: agreeing a shared outcome, running multiple connected tests of change, learning by doing & amplifying what works across the network. https://lnkd.in/edbbexiG. Every learning network has the potential to become an innovating/transforming network. Some actions to enable this: 1. Build a foundation of strong, trusting relationships within the network, understanding each member’s starting point & motivation for change 2. Focus on helping each other to succeed; listen to each others’ stories & plans, co-coach, give advice to each other & build shared inquiry 3. Move from “sharing” or “raising awareness” to some concrete outcomes the network want to change together through collective experimentation 4. Agree some simple norms for the network so that members help each other to make progress, make it safe to try things, fail fast & share incomplete work 5. Encourage multiple, parallel tests of change around similar outcome so projects can “steal with pride” from one another & quickly refine promising ideas 6. Put simple routines in place for noticing patterns (what is shifting where & why), capturing these insights & amplifying them across the network 7. Add additional success metrics including innovations tested, adapted & adopted in multiple places Graphic by Ed Morrison. Content with added inspiration from June Holley.

AFRICAN PROVERB: STRENGTH IN STRANDS Collaboration is easy to say, hard to live. Yet across Africa’s innovation spaces, it’s the only strategy that consistently withstands pressure. "When spider webs unite, they can tie up a lion." – Ethiopian proverb. 📗FOR ENTREPRENEURS Too many founders believe they must be lions to survive. Fierce. Fast. Independent. But lions tire. Even the strongest founder eventually meets a challenge too big to outrun. What if the real strength lies in being a spider? Spiders build. Strategically. Carefully. With others, they weave resilience. When founders combine efforts - co-create go-to-market plans, share tech stack insights, or build trust bridges between customer bases - they amplify each other’s odds. We don’t need to be everywhere or know everything. But if we link up wisely, our collective web becomes stronger than any single roar. 📙FOR ECOSYSTEM BUILDERS & SUPPORT ORGANISATIONS In our sector, duplication is the lion: big, territorial, and wasteful. We see hubs, accelerators, and incubators working in isolation, unknowingly tripping over each other’s efforts. Founders are confused by overlapping programmes. Resources spread thin. Lessons not shared. But when we weave webs across organisations, amazing things happen. A policy advocacy win in one country unlocks tools for another. A failure story in Addis Ababa prevents the same misstep in Dakar. A shared database between two hubs halves recruitment time. No single spider builds the web alone. If your hub isn’t actively collaborating -across language, geography, or mission - we are not building ecosystem strength. We are adding ecosystem noise. 📘FOR FUNDERS Are you funding spider webs or chasing lions? The allure of hero-driven, high-visibility ventures is real. But systems change happens slowly, invisibly - through countless connections, reinforced over time. Instead of isolated funding to dozens of pilots, consider resourcing collective infrastructure. Let programmes co-design from day one. Build in budget for cooperation, not just competition. The strongest ROI often comes not from any single organisation, but from the spaces between them - where alignment, learning, and long-term webs are built. A web’s strength isn’t in its parts, but its interconnection. Fund that. 📕REFLECTIONS In African entrepreneurship, no lion - no matter how fierce - can thrive alone for long. But a network of spider webs, quietly woven, patiently maintained, can hold the weight of our boldest dreams. What strand of connection are you weaving this season? #AfricanProverb #Entrepreneurship #Leadership #InnovationAfrica #EcosystemBuilding #StartupSupport #ImpactAfrica Liz Wilson Khatuchi Khasandi

UK Government Modern Industrial Strategy launched in the last 24 hours: what does it mean? I’ve been exploring this using #systemsthinking and a causal loop diagram (CLD) to map its feedback structures. A few key takeaways which might be relevant #business schools… Systemic Insights via CLD: – Investment → R\&D → Innovation → Productivity → Economic Growth → Investment – Skills ↔ Innovation & Infrastructure → Tech Adoption → Innovation → Productivity Key “hubs” include **Innovation**, **Productivity**, & **Economic Growth**, with **Collaboration** and **Skills** as powerful levers. Negative links (e.g., regulatory uncertainty) can weaken investment, while peripheral nodes (e.g., Net-Zero in our simplified map) may need stronger connections to reflect real-world influence. This underscores the need for aligning R&D, #skills, infrastructure, and #sustainability objectives. So, what should business schools do? 🤝 Strengthen Industry Partnerships: Collaborate with firms & regional clusters on real projects. Connect students/faculty to innovation initiatives, boosting learning and local impact. 💡 Focus on Emerging Skills: Update programs for digital literacy, clean-energy management, & advanced manufacturing basics. Equip grads with in-demand skills that feed productivity and innovation loops. 🚀 Foster Entrepreneurship & Scale-Ups: Offer incubators, mentorship, and finance guidance. “Entrepreneurship → Scale-ups → Innovation” will help startups grow and energize the wider economy 🤝🔬Promote Cross-Disciplinary Collaboration: Bridge business, engineering, sustainability, etc. Joint projects mirror how “Collaboration → Innovation/Skills/Infrastructure” drives broader outcomes. 📜 Short Courses on Policy Signals: Run workshops on navigating regulatory certainty/uncertainty. Helping leaders anticipate policy shifts reduces investment hesitation. 🌍 Champion Regional Engagement: Partner with local authorities & SMEs to tailor programs to regional needs. Reinforce “Regional Clusters → Growth → Inclusive Growth” and support levelling-up. ♻️ Embed Sustainability & Net-Zero Goals: Integrate clean energy case studies & net zero strategy in courses. Aligns with “Net-Zero → Clean Energy → Investment/Innovation,” preparing leaders for green transitions. 📊 Leverage Data & Analytics: Track outcomes of partnerships, alumni ventures, and skills placement. Measurable impact reinforces further investment and collaboration. 🌐 Build Innovation-Focused Alumni Networks : Create forums where grads in high-growth sectors share insights with current students. Sustains knowledge transfer and industry connections. #IndustrialStrategy #SystemsThinking #Innovation #EconomicGrowth #UK #CLD #Policy #Sustainability #Collaboration #Skills

The Collaborative Ecosystem: GCCs and External Partnerships As I conclude the #FutureOfGCCs series, one thing is clear: the GCCs that will thrive in the future are those that embrace collaboration as a core principle. The role of Global Capability Centers (GCCs) has evolved from operational hubs to strategic partners. To fully realize their potential, GCCs must create ecosystems that foster innovation, agility, and resilience. Let’s unpack the key areas where collaboration is reshaping the GCC landscape: - Startups: Startups are engines of innovation, driven by agility and disruptive thinking. Partnering with startups allows GCCs to access breakthrough technologies, scale new ideas rapidly, and stay ahead of market trends. These collaborations bring fresh perspectives and the ability to experiment boldly, empowering GCCs to address challenges and accelerate transformation. - Academia: Universities are no longer just sources of talent; they are innovation hubs where research and new ideas flourish. Collaborating with academic institutions enables GCCs to co-create cutting-edge solutions, leverage advanced research, and develop talent equipped with future-ready skills. These partnerships also allow GCCs to shape the workforce of tomorrow, ensuring alignment with evolving industry needs. - Cross-Industry Alliances: The most transformative solutions often emerge at the intersections of industries. By forming alliances across sectors, GCCs can tackle complex challenges such as supply chain resilience, sustainability, and digital transformation. Cross-industry collaborations bring diverse expertise, enabling GCCs to innovate in ways that transcend traditional boundaries. Why does this matter? Because the future of GCCs depends on their ability to move beyond traditional boundaries and embrace a collaborative mindset. It’s not enough to operate efficiently or innovate in isolation. The GCCs that lead will be those that build ecosystems of trust, shared goals, and mutual success. As I close this series, I leave you with this thought: Are you building partnerships that merely support today’s operations, or are you creating ecosystems that redefine what’s possible for tomorrow? Thank you for joining me on this journey. Together, let’s lead the way into the future of GCCs. #FutureOfGCCs #Collaboration

🇸🇪 Did you know that … (A) Sweden ranks second in WIPO’s Global Innovation Index (after Switzerland), and that (B) Stockholm has the second-highest number of unicorn startups per capita in the world (after Silicon Valley)? So what’s Sweden’s secret sauce? It lies in a mix of ingredients: 🔹World-class technical universities 🔸Strong digital infrastructure 🔹Public policies that support startups 🔸Strong tradition of creativity and design focused on user experience 🔹Embedded social safety net and culture of trust that makes it safer for founders to start, fail, and start over 🔸Solid funding from the state, EU, and corporations for innovation and startups 🔹Extensive network of enabling organizations built to help startups at every stage 🔸Small market that pushes founders to think globally from day one Last week got to see all this in action and it was inspiring! We’ve met: - Kista Science City & Linköping Science Park where academia, corporations, and startups work hand in hand to turn ideas into impact. - Mimer AI Factory and NAISS – National Academic Infrastructure for Supercomputing in Sweden that offers high-performance computing power for research to companies across Europe (Moldova included!). - Ericsson & Intel Corporation where we learned how global tech giants build innovations from early research to market launch. - KTH Innovation - where students and researchers are encouraged (and supported!) to turn ideas into startups. - Impact Hub Stockholm & Epicenter Stockholm learning that hubs can be so much more than just co-working spaces, becoming communities of innovation and collaboration with purpose. - Vinnova - Sweden’s national innovation agency, proving that public institutions can be fast, flexible, and impactful. - TECHARENA which brings together startups, investors, and policymakers under one roof to spark new ideas. - RISE Research Institutes of Sweden - a team o dedicated professionals that help researcher solve real industry needs. - Kommerskollegium | National Board of Trade Sweden that helps Swedish companies go global, and making innovation an export in itself. Each visit reminded us that innovation doesn’t happen in isolation — it happens when people trust, share, and build together. 💙 Big thanks to Anamaria Deliu, Regina Summer, Kjell Håkan Närfelt, Jack Melcher-Claësson, Amir Sajadi, Apolline Rigaud, Viktor Olsson, Björn Alling, Erik Lindahl, Catharina Sandberg, Lena Miranda, Fredrik Larsson, Karin Bengtsson, Martin Sandberg and many others for a week filled with valuable insights, inspiring discussions, and new connections that we’re excited to bring back to Moldova. Appreciation also to Innovate Moldova, Sergiu Rabii, and Livia Țurcanu for organizing and supporting this amazing learning journey.

In research, we often face unexpected challenges that test our creativity and adaptability. Recently, we encountered two such situations: 1. VR Equipment available but no student sample available (Summer Holidays) 🌞: With the summer break approaching, our usual pool of student participants was unavailable at Maastricht University School of Business and Economics, which would delay data collection until September. 2. Access to a student participant pool, but no VR equipment, and no way to run the study online🧑🎓: Conversely, Sören Köcher had eager students ready to participate but lacked the necessary VR equipment and expertise at TU Dortmund University. These challenges, however, led to a unique opportunity. We decided to collaborate with our colleagues Sören Köcher and Sarah Köcher (Kiel University) for a joint data collection. Here’s how we approached it: 1. Mobile research setup: We transported our VR equipment, laptops, and mobile wifi router from the DEXLab to TU Dortmund, ensuring that we could proceed with our experiments in a new setting. 2. Leveraging collaborative networks: By working together with Soeren and Sarah, we combined resources and expertise, enriching the research experience and ensuring effective data collection. 3. Engaging a new sample: Conducting the experiment at TU Dortmund (in German) allowed us to access a new and diverse group of participants, enhancing the generalizability our data. 💡 Takeaway: Challenges often bring opportunities for collaboration and innovation. By having access to a lab with mobile technology, leveraging our networks and thinking creatively, we turned potential delays into a successful data collection moment. #ResearchInnovation #VR #Collaboration #ProblemSolving #Flexibility #ResearchLife #TUDortmund #LinkedInResearchCommunity

Strategic collaborations for innovation are more likely to succeed when you do the following: 1. Collaborate outside your comfort zone. High-impact partners often include startups, universities, NGOs, and, believe it or not, competitors. Such collaborations stretch internal thinking. 2. Be clear on why you’re collaborating. Most collaborations fail because they start with "who" instead of "why". Before approaching anyone, define what capability you are missing? What problem keeps resurfacing internally? What would take 5 years to build internally but 12 months with a partner? If the collaboration doesn’t shorten time, reduce risk, or expand thinking, it’s not strategic. 3. Design collaboration around problems, not projects. Project-based collaborations die when funding ends. Problem-based collaborations evolve. Instead of saying “Let’s run a pilot together”, think more along the lines of, for example, “How do we increase digital literacy skills of youth at the Ruwa Innovation Hub by 60% in 12 months?”. This encourages experimentation. 4. Create internal structures that absorb innovation. External ideas die quickly inside rigid organisations. You need a clear innovation owner, fast decision pathways for pilots, ring-fenced budgets for experimentation, and permission to test without immediate ROI. Otherwise, partners bring ideas, and internal bureaucracy quietly kills them. 5. Align incentives early. Many collaborations fail because incentives are misaligned. From the onset, clarify who benefits and how? What success looks like for each party. IP ownership and data rights. Exit conditions. Innovation partnerships are not casual dates. Expectations matter. Strategic collaborations don’t make organisations innovative by default. They make organisations innovative when they are intentional, problem-driven, and structurally supported. ZB Financial Holdings UNICEF Zimbabwe The BOOST Fellowship UNICEF Africa #Finlition

Let’s be honest:    The era of going solo in healthcare R&D is over.    Most new solutions (especially in healthy aging) aren’t just one product.    They’re combinations:    A therapy + a diagnostic  A medical device + a digital tool  A treatment + a nutrition component    No single company can build all of that alone.    You need partnerships.  You need integration.  You need trust between players who don’t all speak the same “language”.     Collaboration across Europe is still hard.    You’ve got:   - Competing priorities  - National funding silos  - Public-private disconnects  - And too often… unclear incentives    We’ve been part of many international and cross-sector projects.    The biggest risk is always the same: siloed thinking.    When parties guard their corner, communication breaks down.    And valuable knowledge gets lost in the gaps.    What works better?    R&D ecosystems where everyone is aligned from day one.    Where expectations are clear.    And where each party is focused on creating a win-win, not just protecting their piece.    This is where our R&D hub model makes a difference.    It brings together companies, researchers, and institutions in a more fluid way.    When it works, it’s not just more efficient.    It’s also more innovative.    If you want more collaboration, don’t just talk about it.    1. Create platforms where it can actually happen.  2. Open opportunities to connect across sectors.  3. Give smaller players a seat at the table.  4. Make space for innovation.    That’s how we stop building in isolation and start building together.

 🏫Future University 🏫 In responding to one of my recent posts, Julie (JR) Rowland challenged me to envision the future university. I replied with a vision of the future university as a dynamic, decentralised physical and digital ecosystem that integrates education, work, and community service into a continuous learning journey. This new university is designed to adapt to the rapidly changing global landscape, harnessing the power of technology to make learning accessible, personalised, and directly applicable to real-world challenges. Its purpose is to foster lifelong learning, innovation, and collaboration, preparing individuals not just for today's jobs but for the challenges and opportunities of the future. Its value proposition is its ability to integrate theoretical knowledge with practical application, thereby enhancing individual capabilities, addressing societal challenges, and driving economic and social progress. Let's imagine a day in the life of a student attending this university: Maria is a learner at Future University, a global network without a traditional campus. Her day begins in her local community hub, a co-working space with advanced technology, including AI tutors, surrounded by a vibrant community of learners, mentors, and professionals from surrounding companies. Maria's morning is spent working on a project with a technology startup, part of her apprenticeship program. She's developing a sustainable energy solution, applying skills learned in her interdisciplinary studies. Her AI tutor facilitates the project, which suggests resources and learning modules based on the challenges she encounters in real time. Lunch is an opportunity for a mentorship meeting at the community hub, where Maria discusses her project's progress with her mentor, a senior engineer with global experience. They use a blockchain-based platform to record milestones and feedback, contributing to her personalised learning record. In the afternoon, Maria heads to an open innovation lab, a collaborative space where students, faculty, and industry professionals work together on research projects. Today, they're analysing data from their sustainable energy project to predict energy consumption patterns. This research is part of a larger initiative shared with partnering organisations across the globe. Maria spends her evening participating in a global skill exchange webinar, where she shares her project experiences with a global audience and learns from others working on similar projects. This platform allows her to connect with peers, enhancing her global network and exposing her to diverse perspectives. Before bed, Maria reflects on her day's learning, using her digital portfolio to document her achievements, skills and areas for growth. This portfolio, secured on the blockchain, is a comprehensive record of her lifelong learning journey, accessible to potential employers and collaborators. #futureofeducation #Highereducation

Serendipity by Design: Building the UK's Innovation Wiring – My Evidence to the House of Lords S&T Committee When innovation clusters thrive, it's rarely an accident. They succeed because they are incredibly well connected - everyone involved is only one or two steps away from the advice, expertise, and resources they need. That "wiring" takes years to build, but it's what turns bright ideas into billion-pound businesses. In my book Serendipity: It Doesn't Happen by Accident, I explore how structured networks accelerate innovation. Last month I appeared before the House of Lords Science & Technology Committee to discuss putting these ideas into practice. The key proposal: a national Concierge and Innovation Fellows Network. Think of it as a neural network for innovation - connected experts who can rapidly link people to the right resources, advice, and opportunities. Instead of entrepreneurs spending months hunting for the right contact, they get real-time connections to unlock barriers and accelerate scaling. This isn't about creating new clusters from scratch. It's about improving the wiring between the ones we already have, reducing friction and creating conditions where serendipity can flourish. It’s also about building a distributed system that can respond dynamically to circumstances. What's encouraging? In recent weeks, the Committee has shifted from discussing capital availability to practical questions about concierge-style support and real-time intelligence. The debate is moving beyond "more funding" toward how we actually connect people, knowledge, and opportunity. I wrote two papers for this committee: the original submission and a follow up. You can find these on the Committee web page: https://lnkd.in/e83F4UN6 And of course don’t forget to read my book: Serendipity: It Doesn’t Happen By Accident https://lnkd.in/eyvij9z7