Across nations, many firms and governments face the increasingly complex challenge of resolving international poverty, variations of political instability, and global climate change. With United Nations experts projecting the world population to reach 10.1 billion by 2100 some of these problems may worsen before they are improved. Both firms and governments are addressing these challenges differently, with firms investing highly in profitable innovation, and governmental organizations investing in less innovative but essential social services. This has created a gap for socially minded non-governmental organizations, which aspire to provide moderately innovative social services.
Innovation Today: Social Media as a tool for innovation in Africa
In 2007, following a violent period of elections in Kenya, Ushahidi (Swahili for testimony or witness) was created to provide citizens with an alternative news source. Ushahidi gathered information from text, photos and videos, and information submitted through cell phones, computers, and any other devices with digital connection. It was also a mobilizing force in distributing assistance to those in need during the political crisis. After its successful impact in Kenya, Ushahidi was developed open-source, to monitor unrest in the Democratic Republic of Congo, track violence in Gaza, monitor the 2009 Indian elections, and help gather reports about the recent Swine flu outbreak.
The introduction of Ushahidi has also sparked innovation in other parts of Africa, like Ghana, where GhanaDecides was created. GhanaDecides’ story is one of innovation from the recognized failure of the media to engage citizens in the elections of Ghana. The organization was created with the purpose of giving Ghanaians a voice through social media. Its original coverage of events to inform the public, keep them engaged and ensure a successful election, made a significant difference in the elections. Ushahidi and GhanaDecides are both great examples of the impact that can result from understanding failure to innovate.
Developing a culture of innovation within African communities
When examining the culture of innovation in African communities, it is important to first define what kind of innovation is being referred to. If one is referring to entrepreneurial and social innovation, a culture of such innovation is very much alive in Africa, and perhaps even more so than in other continents. Many citizens of African countries turn to entrepreneurial innovation as a means of survival, independent of formal businesses.
Ghanaian-born Dr. Sylvia Bawa of Queen’s University mentions Ashesi University, Koko King, and Kente, as recent and historical examples of innovation. Ghana’s Koko King is an entrepreneurial innovation, which has positively impacted the consumption habits of the working class in Accra. Although many women have traditional sold porridge in the cities using clear plastic bags for years, Koko King is supported by working middle class individuals who prefer its professional delivery services and attractive packaging. Innovation is certainly nothing new to Africans. From the historical cultural perspective, Kente is a social and technological innovation that is traced back to the Ashanti people of Ghana who discovered clever ways of weaving fabric with invented kente looms. Today Kente is still regarded is one of the best invented products, native to the African continent.
Patrick Awuah’s Ashesi University is an outstanding innovation that is recognized on an international level. Located in Berekuso, the university is noted for providing some of the most exceptional education available in West Africa today. Ashesi’s mission is to educate a new generation of ethical, entrepreneurial leaders in Africa. This involves to cultivating within students the critical thinking skills, the concern for others and the courage it will take to transform the African continent. To provide an environment that fosters innovations as grand as that of Ashesi University, non-governmental organizations and government must understand the critical roles they play.
To support such innovation the international non-profit development industry should avoid funding photogenic projects such as the purchases of goats and other similar items, which often subject individuals suffering from poverty to dependency and the conditions often enforced as part of aid provided. External non-African NGO’s can rather support sustainable African innovation, by partnering with local innovating agents, which seek to develop the infrastructure required to ensure a fluid flow of the already available resources to the people who need them.
For governments, there must be an acceptance of failures and a consistent drive to innovate after failures occur. Kenya is a country that has embraced the information technology sector and has experienced significant economic growth from it. Its cell phone infrastructure has leapfrogged the need for landlines. Today citizens can facilitate various mobile phones transactions, such as payments for solar panels and money transfers. The Kenyan government has began construction of Konza Technology City, which is envisioned to become Africa’s “Silicon Savannah”. At a price tag of $14.5 billion Konza Technology City is expected to contribute over 200,000 jobs in the information technology sector by its maturity in 20 years.
The Process of Innovating from failure
For citizens of African countries looking to develop outstanding innovation, approaching the process with an appreciation of the infrastructural failure and the opportunity it presents for innovation could be an efficient starting place. Canadian Ashley Good is one of the few who have made the concept of developing innovation from failure the focus of her work. Admitting Failure and Fail Forward are organizations that she founded to help businesses and organizations evaluate past failures for innovation. Ashley’s inspiration for Admitting Failure came from her experience working in Ghana on a United Nations-funded agricultural project with Engineers Without Borders (EWB). Finding herself in a situation where she was working with the most experienced, capable staff yet still struggling to work around the rigid operational flaws, Ashley quickly became disenchanted with the development sector. Her frustration with this experience inspired her to develop the EWB failure report, which was powerful in pushing dialogue about the process of learning from failure within the organization, and ultimately began the journey of innovation for Ashley Good.
Social Entrepreneurship and Social Innovation
With the challenge of solving the world’s most complex problems, failure of programs and initiatives is common in the social sector. There is a tradition of addressing these challenges in a linear fashion, from idea to execution. However failure often occurs because of poor problem identification, a flawed solution, or ineffective delivery. Contrary to popular belief, innovation from failure occurs in continuous, curved, uncharted path unlike the straight upward path that most expect. The greater the level of innovation needed to resolve a challenge, the more tolerance an organization should have for failure and a willingness to learn from it.
