Research and development to support project leaders in innovation labs against segregation

Important results from the project

With an aim to strengthen project managers´ competence in leading and building social innovation labs, the support project has contributed to increased innovative capacity, effective implementation and long-term utilization of the projects. Of particular interest are the roles of project managers, project owners, financiers and partners in innovation projects. In this way, the support project has contributed to new knowledge about leading and organizing social innovations. Knowledge that can increase the capacity for innovation, not least in civil society.

Expected long term effects

Through the exchange of experience, reflection and scientific knowledge, the support project has contributed to a strengthened ability to lead and build social innovation labs for project managers together with an increased capacity for innovation in the projects. Except for one of the supported projects, all has been effective with various grades of innovation, all which have good conditions for long-term usefulness. The experiences and lessons learned from leading and organizing social innovations have been summarized in a scientific report.

Approach and implementation

Through surveys, analysis of needs and co-planning of efforts, the support project assessed the needs of project managers. At 8 workshops, customized skills development and the opportunity to exchange experiences were given while learnings were captured. The interactive research from these learnings contributed to new knowledge about leading and organizing social innovations. The results are now available to disseminate further, not least in civil society. Project management and coordination have worked well but meant some more work than planned.

External links

Verktygslåda för social innovation, baserad på några av de metoder som använts i innovationsstödet.