Transformative Innovation Policy (TIP) encompasses a variety of policy frameworks that seek to use the potential of science, technology, and innovation to address societal challenges. To do so, it relies on inclusive co-creation processes for the design, implementation and evaluation programmes and policies that can drive systemic transformation towards sustainability.
Aims and objectives:
To date there are few empirical studies available on how this co-creation approach can be implemented at the level of programmes and projects working on transformative innovation, and what specific competences, processes and functions are required for the successful implementation of this framework. This paper seeks to provide empirical evidence on how to implement TIP at the project level.
This paper shows the importance of adaptability and modularity of processes that are used to translate the TIP framework to a specific context, allowing and encouraging processes of adaptation by project partners and other stakeholders. Secondly, we highlight how knowledge services can be used to translate and negotiate meaning for complex frameworks, resulting in the production of new knowledge that is not only contextually relevant, but that feeds into a larger pool of evidence of how theories apply to real-world cases. Thirdly, it highlights the importance of building teams with skills such as facilitation, brokering, communication, translation and embedding of science-based concepts and frameworks, and the ability to lead processes of co-design that ensure coherence across different interventions while being adaptable to varied project contexts.