Design of the transition strategy for a sustainable mobility PSS in Cape Town by Silvia Emili

A thesis project by Silvia Emili Master in Product Service System Design Tutor: Professor C. Vezzoli Politecnico di Milano Scuola del Design

design of the strategy for a sustainable mobility pss in Cape Town

A developed country is not a place where the poor have cars. Itâ&#x20AC;&#x2122;s where the rich use public transport. Gustavo Petro, Mayor of Bogota

Index • Abstract (English)

• Abstract (Italian)

• Foreword

• Thesis structure

Part one - Theoretical framework 1_Product-Service System innovations: a promising approach to sustainability

1.1 • PSS definition

1.2 • Sustainable Product-Service Systems

1.3 • PSS classification

1.4 • PSS potential benefits

1.5 • Designing in low-income and emerging contexts

1.6 • Design and social equity

1.7 • Barriers to the spread of radical innovations

2_The societal embedding of sustainable Product-Service Systems

2.1 • Radical innovations

2.2 • System innovation dynamics

2.3 • Socio-technical experiments

2.4 • Scaling-up the innovation

2.5 • The role of institutions

2.6 • Building up social networks

3_The role of strategic design in supporting the introduction and scaling-up of sustainable PSS

3.1 • Design and manage the transition path

3.2 • Design methods and tools

6 3.3 • Flexibility of the design process

3.4 • Design attitude and skills

4_Networks and open innovation: online tools and platforms to sustain innovation

4.1 • Manage a network approach

4.2 • The case of Open Innovation

4.3 • Crowdsourcing: distributed problem solving

4.4 • Crowdfunding

5_Sustainable mobility: low-income and emerging contexts and their socio-economic development

5.1 • Cape Town’s transition towards sustainability

5.2 • Bicycling Empowerment Network: the internship experience

Part two - Project background 1_Mulo: a family of vehicles for Urban Mobility for Labour purpOses

103

1.1 • The system: an open project

103

1.2 • Mulo in South Africa

106

1.3 • Project story

108

1.4 • Evolution of the concept vision: Sunride

115

1.5 • Socio-technical experiment phase

116

1.6 • Scaling-up hypothesis

117

Part three - Monitor and evaluation of the experiment 1_Method and tools: from the MSDS method to strategic design tools

121

1.1 • Analysis tools: experiment evaluation framework, actors map, context opportu-

122

nities and barriers map, key issues and alternative options map 1.2 • Steering tools: scaling-up strategies, transition path canvas

126

2_Activities in Lavender Hill: actions undertaken on the socio-technical experiment

131

2.1 • Repair and redesign of the vehicle

131

2.2 • Starting the service

133

7 2.3 • A continuous testing and improving

135

2.4 • Promotion in the community

136

2.5 • Evaluations and consideration

138

2.6 • Exploring barriers and opportunities: insights for the scaling-up

143

Part four - Strategic design of the innovation process 1_Project considerations: lesson learned

147

1.1 • Proposed scenarios: activities and expectation analysis

150

1.2 • The PSS concept vision

152

1.3 • New actors configuration

153

1.4 • System map at its full operative phase

155

1.5 • Transition path redesign

156

1.6 • Timetable of activities

158

Part five - Design of the scaling-up 1_Scenario: mobility and health care

167

1.1 • The importance of accessing to health care

168

1.2 • Better Together Cycle Tour: aims, experience considerations and opportunities

170

1.3 • Broadening the project network: design proposal for the Minister of Health

174

1.4 • Actors configuration

176

1.5 • System map

177

1.6 • Business model

178

1.7 • Create synergies with similar initiatives: workshop at People’s Health Assembly

180

2_Scenario: mobility in the city centre

185

2.1 • Incubation

185

2.2 • A mobility service for The Fringe

186

2.3 • Context analysis

186

2.4 • Design orienting scenario

187

2.5 • Actors configuration

190

2.6 • System map of the experiment

191

2.7 • Business model

192

2.8 • Prototyping and presentation to the stakeholders

194

Part six - Supporting the embedding of the innovation 1_Policy oriented scenario: lesson learned and activities undertaken to support the scaling-up

199

1.1 • A complex ground for the innovation: critical issues, lacks and opportunities

200

1.2 • Identification of influencing trends and initiatives

201

1.3 • The importance of social connectivity

202

1.4 • Bicycle Cape Town: group, vision and the platform to boost cycling culture

203

1.5 • The online platform

204

1.6 • Activation of mobility-oriented projects: CycleLinks and Open Streets

207

1.7 • Highlights of 2012 activities and achievements

208

1.8 • Activities on a local administration level: engage with policy makers and

209

government to support the embedding of the innovation

2_Induce behavioural changes: involve local communities to stimulate the paradigm shift

217

2.1 • GreenDrinks and CycleLINKS: a community workshop

218

2.2 • Open Streets in Grassy Park

220

2.3 • CycleLINKS in Guguletu

222

2.4 • ARMI Open Workshop: involve the design community in the discussion

225

2.5 • Cycling Activation workshop

227

Part seven - An open innovation platform 1_The web platform: the introduction of an online tool to sustain the open project and speed up the innovation

233

1.1 • Platform activity map

236

1.2 • Front and back office interactions

238

1.3 • Homepage

240

1.4 • How to contribute

241

1.5 • Crowdfunding system: sustain the project

242

1.6 • Crowdsourcing system: share your ideas

244

1.7 • Users interactions and community

246

1.8 • Contributors map

247

1.9 • Conversations

249

1.10 • Other pages: scenario and project story

250

9 1.11 • Site map OpenSunride

252

1.12 • Brand identity

253

2_A platform for the Mulo system: broadening the open innovation concept to the Mulo project vision

255

2.1 • Activate a project

258

2.2 • Resources

259

2.3 • Site map OpenMulo

260

2.4 • Online and offline activities

261

Part eight - Conclusions 1_Project considerations

265

1.1 • Achieved results

265

1.2 • Design attitude

267

1.2 • Lesson learned on Cape Town’s context

268

1.3 • Strategic design insights for the design of transition paths

270

1.4 • Future developments

272

1.5 • Experience considerations

273

Acknowledgements

274

References

275

Legend

279

abstract English

The aim of the thesis is to design and imple-

The research of this thesis started in April 2012

ment a transition strategy for the scaling-up

with the purposes of monitoring the exper-

of a mobility Product-Service System in Cape

iment in Lavender Hill and evaluating it in

Town, South Africa.

order to design and develop the scaling-up.

The thesis is framed as part of the MULO

The activities were conducted simultane-

system (Urban Mobility for Labour purpOses),

ously on the socio-technical context, on the

an open project of the DIS (Design and

scaling-up strategies and on the innovationâ&#x20AC;&#x2122;s

Innovation for Sustainability) unit of research

transition path.

in the design department of Politecnico di

More in detail, the following activities were

Milano, with the aim of spreading sustainable

carried out:

mobility systems through the activation of

_Test the vehicle, fix the technical prob-

various pilot projects which can be developed

lems and redesign part of it according to the

in different low-income contexts.

feedback collection and the suggestions of the

Mobility in South Africa represent a challeng-

users.

ing sector to spread sustainable innovation,

_Study the impact of the system in the commu-

addressing solutions especially for those disad-

nity and define the success of the socio-

vantaged segments of population, low-income,

technical experiment, using methods and tools

elderly and disabled people, who are strug-

of evaluation. This phase was executed collect-

gling the most to access to public and private

ing feedbacks and information in the commu-

transport.

nity and, according to them, redesigning some

As part of the Sunride project vision, designed

parts of the system design.

in 2012 by two other PSSD students, a pilot

_Involve the public administration, the public

project to develop a mobility system for elderly

transportation system and act to influence

and people with disabilities has been set up

contextual conditions in order to favour and

in Cape Townâ&#x20AC;&#x2122;s township of Lavender Hill, in

speed-up the societal embedding process.

collaboration with local partners.

_Define the influencing actors in the scaling -

up, build-up synergies with existing similar

the innovation process led to the in-depth

projects/initiatives, design and disseminate

examination of strategic methods and tools for

the scenarios adapting the concept vision to

the societal embedding of sustainable prod-

different contexts.

uct-service systems.

Concerning the scaling-up of the innovation,

The transition process gave the opportunity to

the main activities are related to the involve-

resonate on the strategies adopted so far, the

ment of new stakeholders and the design of

barriers encountered and the analysis of the so-

the scenarios, aligning actorâ&#x20AC;&#x2122;s expectations to

cio-technical experiment, and they have high-

new opportunities. In particular, two scenarios

lighted the need to integrate a new element

which could activate related socio-technical

in the path: an open platform to support the

experiments, have been developed: a mobility

project with crowdfunding and crowdsourcing

system for health care purposes which is part

systems.

of a governmental program and an integrated

With the opening of the process to an online

mobility system for the innovation district The

community who could potentially sustain and

Fringe.

speed up the innovation, this thesis positioned

Considering the complexity of the referenceâ&#x20AC;&#x2122;s

itself as part of an ongoing process, opening up

context and the difficulties encountered during

to further developments and creating a room

the process, the project has been included into

for broad and reflective learning processes in

a wider perspective of changing behaviours

designing scaling-up strategies and supporting

and attitudes in the community and gov-

a sustainable growth for developing countries.

ernmentâ&#x20AC;&#x2122;s long-term vision, working closely with institutions, broadening social networks, engaging with local communities in order to influence the existing regime and trigger the transition. The considerations emerged in the design of

abstract Italian

Lo scopo di questa tesi è di progettare e imple-

to sui disabili e sugli anziani.

mentare un percorso di transizione per la diffu-

La ricerca di questa tesi è iniziata ad aprile

sione di un sistema di mobilità a Cape Town, in

2012 con lo scopo di monitorare l’esperimento

Sudafrica.

di Lavender Hill e valutarne i benefici e gli

La tesi si inserisce all’interno dell’ “open

effetti, per poi progettare e sviluppare la sua

project” MULO (Mobilità Urbana da LavorO),

diffusione.

un sistema promosso dal dipartimento DIS

Durante questo percorso pluridisciplinare ci

(Design and Innovation for Sustainability),

si è concentrati contemporaneamente sul con-

unità di ricerca del Politecnico di Milano, per

testo socio-tecnico, sulle strategie di diffusione

diffondere la mobilità sostenibile attraverso

e sul percorso di transizione dell’innovazione.

l’attivazione di progetti pilota in diversi contesti

In dettaglio, le seguenti attività sono state

svantaggiati economicamente..

portate avanti:

La mobilità in Sudafrica rappresenta un settore

_Test del veicolo, risoluzione dei problemi

complesso e stimolante per diffondere l’inno-

tecnici e conseguente riprogettazione di alcune

vazione sostenibile, in quanto caratterizzata da

componenti, seguendo i suggerimenti degli

aree con un alto potenziale di sviluppo per il

utenti e dei guidatori del veicolo.

numero di persone in condizioni economiche

_Studio dell’impatto del sistema sulla comunità

disagiate, di anziani e di persone persone con

e valutazione dell’esperimento attraverso l’uso

disabilità che spesso faticano ad accedere ad un

di strumenti per la raccolta dei feedbacks e

transporto sia privato che pubblico.

delle informazioni dalla comunità. Le analisi

Un progetto pilota è stato attivato nella co-

hanno portato ad alcune riprogettazioni nel

munità di Lavender Hill con la collaborazione

sistema di servizio.

di partners locali, come parte di un processo

_Coinvolgimento della pubblica amministrazi-

iniziato nel 2012 da due studentesse di PSSD,

one e del sistema di trasporto locale con lo

le quali hanno progettato e sviluppato Sunride,

scopo di influenzare le condizioni di regime e

un sistema di mobilità principalmente focalizza

velocizzare il processo di radicamento sociale.

_Definizione degli attori che hanno un ruolo di

influenzare il regime esistente e innescare la

catalizzatori nello sviluppo del progetto, crea-

transizione.

zione di sinergie con iniziative simili, proget-

Le considerazioni emerse nella progettazione

tazione e promozione di scenari di diffusione

del processo di innovazione hanno condotto

adattando la visione in differenti contesti.

a un profondo esame dei metodi strategici e

Per quanto concerne la diffusione dell’inno-

degli strumenti utilizzati per radicare il PSS

vazione, le attività principali sono relative al

sostenibile.

coinvolgimento di nuovi stakeholders e della

Ragionando sulle strategie adottate fino ad

relativa progettazione di scenari che vedono

ora, le barriere incontrate e analizzando

allineare gli interessi degli attori alle oppor-

l’esperimento socio-tecnico, si è evidenziata la

tunità create. In particolare, due scenari sono

necessità di integrare un nuovo elemento nel

stati sviluppati che richiederanno l’attivazione

percorso di transizione: una piattaforma online

di esperimenti socio-tecnici per valutare la loro

per il supporto del progetto attraverso sistemi

adeguatezza ed efficacia.

di crowdfunding e crowdsourcing.

Si tratta di un sistema di mobilità legato ad un

Con l’apertura del processo ad una comunità

programma governativo di accesso alla sanità e

online che può potenzialmente sostenere e ve-

un sistema integrato di mobilità per il distretto

locizzare l’innovazione, questa tesi si posiziona

dell’innovazione: The Fringe.

come parte di un processo in progressione,

Considerando la complessità del contesto di

aprendosi a sviluppi futuri e creando spazio

riferimento e le difficoltà incontrate durante

per un procedimento di apprendimento per la

il processo, il progetto è stato incluso in una

progettazione di strategie di diffusione di PSSs

prospettiva più ampia di cambiamento di

e per il supporto di una crescita sostenibile nei

abitudini e comportamenti nelle comunità e di

paesi in via di sviluppo.

visioni a lungo termine degli organi governativi, lavorando strettamente con instituzioni e coinvolgendo comunità locali con lo scopo di

foreword

There is a worldwide increasing need for big

consumption system and understand that our

changes that have a social and sustainable

role of “design experts” will be included in a

impact on everyday lives. Our production-con-

network of a larger number of players who

sumption model has failed and it is no longer

will ask us to contribute with competences and

sustainable, a new welfare state is needed and

specific design capabilities.

in the redesign of an economic and social

In fact, in this new era, systemic changes are

system we have the possibility to exploit new

driven by a growing number of players

resources.

who, as a whole, generate wide and flexible

What is emerging is that the old system needs

networks that collaboratively conceive, develop

to be re-thought and the trend has to be

and manage sustainable solutions.

inverted: moving from large- to small-scale

Designing in low-income and developing

production, from closed and targeted services

contexts can give designers the opportunity to

to open to all, from a financially focused sys-

be the interpreter of two paradigms: western

tem to one based on resource and among these

society, with it’s expertise and it’s complexity

there are the consumers/participants, opening

has now to build a new vision and Africa can

the point of view from individuals to

be the connection between this past model and

communities.

the future one.

The current situation represents a challenge for

South Africa, with its great complexity and

a designer’s point of view: we have the neces-

unique background, is now experiencing

sary technological support that we can exploit

a shift, on economical, political and social

but we need to transform this potential into

point of view, and whenever these particular

action, changing the perspective to a com-

situations occur, a fertile environment for ad-

munity-centred design and solving problems

dressing sustainable changes is presented and

bottom-up.

gives the opportunity to resonate on systemic

At the same time, as designers we have to

changes for both the developing world and the

change our position within production and

western countries.

thesis structure

_Theoretical background and research Literature review and research on system design for sustainability, product-service systems innovations and their incubation and implementation in low-income contexts, the societal embedding of sustainable PSSs with a focus on scaling-up and broadening the innovation, the design of transition paths and system innovation dynamics. Research on sustainable mobility and its role in developing economies. Focused research on open innovation and network approach, crowdfunding and crowdsourcing systems and their potentiality in innovation dynamics..

_Project background and report of activities on socio-technical experiment Overview on the Mulo project and on its application in Cape Town, with the summary of activities undertaken and the designed expectations and future developments. Description of methods and activities used on the socio-technical experiment with following analysis and considerations.

_Critical analysis and consideration: redesign of the transition strategy Project considerations of methods and strategies adopted, analysis of the previously designed scenarios and the barriers and opportunities of the project after few years. Redesign of the transition path and the expected activities for the scaling-up, with the introduction of a web platform to support the innovation process.

_Scaling-up the innovation: design and incubation of the scenarios Description of the activities undertaken in Cape Town in order to design the scaling-up of the PSS. In particular two scenarios were designed and incubated: a mobility service for health care purposes and a integrated mobility service for the innovation district, The Fringe. Involvement of new stakeholders and engagement with relevant actors for the implementation of the innovation.

_Supporting the scaling-up and broadening the innovation Linking the project with similar initiatives, involvement in supporting sustainable mobility through Bicycle Cape Town campaign. Activities related to advocacy and involvement of governments and municipality in order to support the transition. Description of the events, workshops and initiatives activated in the different communities to induce a change in behaviours and mindsets.

_Introduction of the online open platform to sustain the innovation Design of an online open platform to speed up the transition process and to engage a wider community, recruit new potential actors with the aim of funding the project and overcome the barriers encountered during the process. Design of a platform for the Mulo project, with the aim of connecting the existing activated projects, sustaining them with a crowdfunding system and opening the possibility to activate new projects with an open source structure.

_Future developments and considerations Description of main achievements, on the socio-technical experiment, in designing the scaling-up and supporting strategies and with the introduction of the online platform. Considerations and lesson learned on the socio cultural context, on the strategic design of transitions, on the management of innovation processes. Future developments and experience considerations.

Part one - Theoretical framework

19 Chapter one

Theoretical framework

part one

Part one - Theoretical framework

21 Chapter one

product-service system innovations A promising approach to sustainability

pss definition A Product-Service System (PSS) can be defined

a combination of products and services jointly

as “the result of an innovative strategy that

capable to fulfil a final customer satisfaction.

shifts the centre of business from the design

This specific type of business model permits to

and sale of (physical) products alone, to the

generate profit selling performances instead of

offer of product and service systems that are

goods.

together able to satisfy a particular demand”

A company that shifts from selling only prod-

(UNEP, 2002).

ucts or services to offering a PSS is able to in-

As illustrated in the Figure (1), PSS is a specific

teract in a totally different way with its clients,

type of value proposition that shifts the busi-

producing a satisfactory utilitarian result.

ness focus from selling products or services (as

Fig.1 - Product sales versus PSS (adapted from UNEP, division of Technology, Industry and Economics)

in the traditional economic model), to offering

traditional product sales

innovative alternatives: product-service systems

Consumer buys a washing machine to clean cloths in house/hotel

Consumer rents a washing machine to clean cloths in house/hotel

Client buys a service from a company (laundry) to clean cloths (company determines best equipment and methods based on client’s needs)

Client owns, uses and stores washing machine. Consumer is responsible for maintenance and the “quality” of the cleaning

Company retains ownership of washing machine and is responsible for maintenance. Client is responsible for use and “quality” of cleaning

Company owns, maintains and stores the cleaning equipment including washing machine. Company is responsible for “quality” of the cleaning

Initial investment for consumer could be considerable

Consumer costs are spread over time (they pay a low initial deposit and then pay per wash)

Consumer costs are spread over time (they pay per wash)

Consumer ultimately disposes of washing machine and buys replacement

Company is responsible for disposal and has incentives to prolong use of product, reuse component and recycle materials

Part one - Theoretical framework

In general PSS innovations are characterized by three innovative features:

1_ A shift from selling products to provide satisfaction, which means the fulfilment of a particular customer demand. Customer does not pay for the product but per unit of satisfaction delivered.

2_ Change in product and resource ownership: the partnership providing the PSS keeps the ownership of all products part of the solution and consequently the relationship between producer and user does not end after the transaction.

3_ Innovative network of stakeholders, considering changes in the supply chain structure and new actors configuration due to different interactions and partnerships between the stakeholders. In a traditional market the stakeholders

In contrast, the PSS approach, which takes

involved in the process tend to optimise their

as its starting point the goal of achieving an

own â&#x20AC;&#x153;segment, since they are responsible for

integrated functional solution to meet cli-

their phase of the cycle.

ent demands, moves away from phase based

As shown in Fig (2), typical stakeholders will

servicing and discrete resource optimisation,

operate as discrete entities taking part of the

to system resource optimisation which is utility

life cycle framework. The designer sits at the

based.

centre, emphasising that he can influence the

In the traditional model there is no necessary

resource optimisation in different phases but

coincidence between economic value for

not necessary linking other part of the value

individual stakeholders and overall systemic

chain.

resource optimisation.

23 Chapter one

On the other hand the potential eco-efficiency

discete resources optimization: phase-based (e.g. producer)

life cycle (system) resources optimization: product function-based

of a PSS relies on system optimisation (in resource use and emissions) because of the stakeholdersâ&#x20AC;&#x2122; convergence of interests.

designer

When the full system uses fewer resources, it has a lower overall cost and the gain can be shared among the various stakeholders.

{e.g.washing machine, function: clothes washing}

If we broaden this notion of whole system optimisation beyond a single product life cycle to an interconnected series of product and eco-efficiency gains becomes even greater. In this case (Fig. 2) the stakeholders panorama is more complex, but offers greater potentialsystem for innovation life cycle (system) resources optimization: product function-based

eco-efficiency system innovations.

wide system resources optimization: solution based

discete resources optimization: phase-based (e.g. producer)

designer

{e.g. washing machine}

designer

{e.g. detergent}

{e.g. solution = to have washed clothes}

designer

{e.g. maintenance service}

Fig.1 - Stakeholders in a product life cycle: discrete vs system resource optimisation Fig.2 - Stakeholders in a product and services life cycle mix

service life cycles, then the potential for

Part one - Theoretical framework

sustainable product-service system

These innovative PSS could lead “to a system

competitive incentives for the actors and opti-

minimization of resources, as a consequence of

mise material and energy consumption.

innovative stakeholder interaction and related

Then, it should be considered every step of the

converging economic interests”

life cycle phases. In other words, an eco-effi-

(UNEP 2002). PSS innovation can be seen as

cient PSS can be defined as a PSS “where the

a possible choice for companies to separate

economic and competitive interest of the

resource consumption from its traditional con-

providers continuously seeks environ-

nection with profit and standard of living

mentally beneficial new solutions”.

improvements; to find new profit centres, to

But to design a sustainable PSS the economic

compete and generate value and social equity

interest of the providers should continuously

while decreasing total resource consumption.

seek environmentally beneficial new solutions,

PSS innovation is potentially a win-win solu-

while maximising social well-being, equity and

tion: winning for the producer/providers, the

cohesion.

users and the environment (Vezzoli, 2006).

The socio-ethical dimension can be classified

PSS innovation can be considered a promis-

in three socio-ethical groups: benefits for cus-

ing economic approach to satisfy users and

tomers, for the value chain, and for the society

consumers with a lower environmental impact

at a whole. These three socio-ethical aspects

if they are designed to generate less material

in a PSS allow to: improve quality of life,

flows and emissions than the competing prod-

enable a responsible/sustainable consump-

uct orienting models.

tion, increase equity and justice in relation to

It is also true that PSSs only have the potential

stakeholders, integrate weak and marginalized

to be more sustainable as they can re-orient the

people in the value chain, increase in local

current structure of production and consump-

employment and a consequent dissemination

tion but they need to be properly designed,

of skills, create new business opportunities

developed and delivered.

for entrepreneurs, improve social cohesion,

First of all the PSS should create economic and

empower and enhance local resources.

25 Chapter one

pss classification

PSS can be classified under three main

company (or an alliance of companies/

categories:

stakeholders) offers access to products, tools, opportunities or capabilities that enable cus-

- Product oriented PSS: services pro-

tomers to get the results they want. The client

viding added value to the product life cycle.

obtains the desired utility but does not own the

It can be defined as a value offer where a com-

product that provides it, and pays only for the

pany (or an alliance of companies/stakehold-

time the product is actually used.

ers) provides additional services to guarantee life cycle performance of the product (sold to

- Result-oriented PSS: services

the customer). This type of PSS reduces the

providing “final results” for customers. It can

user’s responsibility in the use and/or disposal

be defined as a value offer where a company

of the product/semi-finished product.

(or an alliance of companies/stakeholders) provides a customized mix of services (as a

- Use-oriented PSS: services providing

substitute for the purchase and use of prod-

“enabling platforms” for customers. It can be

ucts), in order to provide a specific final result

defined as a value proposition where a

and meet the customer’s satisfaction.

Part one - Theoretical framework

pss potential benefits

A proper PSS design can generate several ben-

_Environmental benefits

efits, which can be grouped under three main

The eco-efficiency potential changes are related

categories: economic and competitive, environ-

to the specific characteristics of each PSS but in

mental and socio-ethical ones (Fig.1).

general they can be summarise here: - Extend the product life span, facilitating

_Economic and competitive

repair, upgrading and reuse of components.

benefits

- Intensify productâ&#x20AC;&#x2122;s use because more people

PSSs can improve the competitiveness of the

use the same product at different times (shar-

stakeholders involved in many different ways.

ing or pooling schemes).

The shifting towards a PSS-oriented business

- Extend materialsâ&#x20AC;&#x2122; life, re-processing scrapped

strategy can provide market opportunities and

products.

an improved strategic positioning (Goedkoop

- Minimise the use of resources in order to

et al. 1999; Wise and Baumgartner 1999;

reduce the usage of materials and energy of a

Manzini et al. 2001; UNEP 2002; Mont 2002).

given product in all its life cycle phases.

This can be intended as a differentiation of the

- Use of more advanced technologies ans

offer from the traditional product-based ones,

substitute obsolete products with the new and

as alternative to mass production; can provide

more efficient ones.

an added value to the customers because they can obtain the requested satisfaction without

_Socio-ethical benefits

large investments into products; can establish

Concerning the socio-ethical dimension that

longer relationships with customers , that does

are several benefits which can be grouped in

not end after the purchase choice; can respond

two main clusters: benefits for the customers

more rapidly and easily to the changing market

and for the society as a whole.

and customers preferences (UNEP, 2002) and

For the customer, PSSs may improve the qual-

the combination of product and service is not

ity of life (Tukker et al. 2006), increasing the

easy to copy.

value of the offer and the derived satisfaction.

27 Chapter one

increased customer loyalty longer and stronger relationship with customers

flexibility to respond more rapidly to the changing market

PSSs can comply with existing and future environmental legislation

differentiating offer from traditional product-based ones

less responsability for costs and problems associated with products life cycles

added value to customers

product-service systems potential benefits

PSSs are not easy to copy

alternative to standardisation and mass production

no need of large investments into products

economic and competitive incentive to optimise material and energy consumption material life extension

use of more advanced technologies

resources minimisation

sufficiency solutions

substitution of obsolete products

product (and its componentsâ&#x20AC;&#x2122;) use intensification

customer education

product (and its componentsâ&#x20AC;&#x2122;) life span extension

for society

for customer

increased local employment

increased customer satisfaction

empowerment of local resources and economies

economic accessibility

business opportunities for entrepreneurs

In context with fewer economic possibilities

new business opportunities for entrepreneurs,

(i.e. low-income and emerging contexts) cus-

a stronger role for the local economy because

tomers have the advantage of more accessible

of the focus on the context of use and conse-

products since the PSS does not require the

quently the enhancement of local resources,

payment for the full value of the product.

by safeguarding, regenerating and empower-

For the society as a whole, benefits can include

ing local economies and the related human

an increase of local employment and a conse-

and natural resources (Vezzoli 2007; 2010).

quent dissemination of skills (UNEP 2002),

Fig.1 - PSSs potential benefits, adaptation from Ceschin

easy customisation

Part one - Theoretical framework

Design in low-income and emerging contexts

Many design opportunities can be founded in addressing some of the world’s most important challenges. Today the richest 10% of households in the world have as much yearly income as the bottom 90%. Wealth - total assets rather than yearly income – is even more unequal. The rich are concentrated in the US, Europe and Japan, with the richest 1% alone owning 40% of the world’s wealth (ONU). Even the Millennium Development Goals adopted by the United Nations are not likely to be achieved by 2015 and in the past 50 years we have experienced the limited success of developmental assistance to alleviate poverty. For more than 50 years, the World Bank, donor nations, various aid agencies, national governments, and civil society organizations have all /1

fought the good fight, but have not been able to eradicate poverty yet.

Also included are basic human rights - the

The Millennium Development Goals are the

right of each person on the planet to health,

world’s time-bound and quantify ed targets

shelter, and security and there are specific aims

for addressing extreme poverty in its many

at combating child mortality, AIDS, Malaria

dimensions - income poverty, hunger, disease,

and other diseases.

lack of adequate shelter, and exclusion - while

The MDGs are an agreed set of goals that can

promoting gender equality, education, and

only be achieved if all actors work together and

environmental sustainability.

do their part.

Fig.1 - The millennium developing goals to be achieved by 2015

29 Chapter one

System design can have a sustainable approach

on the same time it could facilitate a democra-

in facing some of the most important issues of

tisation of access to resources and energy.

the developing countries.

In fact in a context with fewer economic possi-

If in industrially matured contexts there is the

bilities it could be easier to respond to unsatis-

need to reduce the use of resources per “unit of

fied social demands.

satisfaction” (together with the improvement

Secondly, PSS offers are more focused on the

of quality of life), and in emerging contexts the

context of use, because they do not only sell

aim is to look how they can leapfrog directly

products, but they open relationships with the

towards sustainable consumption and produc-

end user.

tion systems, in low‐income contexts the ur-

For this reason, an increased offer in these

gent need is to foster the systems of production

contexts, should trigger a greater involvement

and consumptions in covering basic needs and

of (more competent) local, rather than global,

providing a subsequent basis for a sustainable

stakeholders; fostering and facilitating a rein-

growth.

forcement and prosperity of the local economy.

Product Service System (system innovation) may act as business opportunities to facilitate the process of social economical development of emerging context by jumping over or bypassing the stage characterized by individual consumption/ownership of mass produced goods towards more advanced service economy “satisfaction based” and low resources intensive” (UNEP, 2002; UNEP, 2009)

Moreover, acting with a local‐based and network‐structured initiative (distributed economies) and using renewable sources, it will be possible to reduce environmental impact and

Part one - Theoretical framework

Furthermore, since PSS are more labour/re-

Finally, since the development of PSS is based

lationship intensive, they can also lead to an

on the building of system relationships and

increase in local employment and a consequent

partnerships, they are coherent with the devel-

dissemination of skills.

opment of network enterprises on a local base for a bottomâ&#x20AC;?up re-globalisation.

Wealth per capita (2000 $)

source: ONU - WIDER

over 50.000 10.000 - 49.999 2.000 - 9.999 under 2.000 no data

31 Chapter one

Design and social equity

Equity principle:

Sustainability has also a socio-ethical dimen-

Every person, in a fair distribution of

sion and a system design approach aims to be

resources, has the right to the same

sustainable in many ways.

environmental space, i.e. to the same

In particular we refer to social dimension with

availability of global natural resources.

the purpose of:

(UN, Johannesburg, 2002)

_Eradicating poverty _Promoting principles and rules of democracy _Promoting human rights and freedom Achieve peace and security _Access to information, training, employment _Respect cultural diversity, regional identity With these premises, system innovation in emerging and low-income contexts combines socio-ethical, environmental and economical sustainability for the â&#x20AC;&#x153;promotion of a democratic, socially inclusive, cohesive, healthy, safe and just society with respect for fundamental rights and cultural diversity that creates equal opportunities and combats discrimination in all its formsâ&#x20AC;? (EU, Sustainable Development Strategy, 2006).

Part one - Theoretical framework

The main approaches of desing for social equity

_Increase equity and justice in relation to

and cohesion can be summarized in two main

stakeholders: design for system stakeholders’

one:

interactions leading to fair and just relation

- product design for basic needs in low income

(outside the enterprise): within the partner-

contexts

ships, up-stream, down-stream and in the

- System design (stakeholder interactions) for

community where the offer takes place.

social equity and cohesion.

_Enable a responsible/sustainable con-

We can distinguish three different approaches

sumption: design for system stakeholders’

for the system design:

interactions leading to enable a responsible

1_satisfaction approach (satisfaction offering

and sustainable client/end-user choice or

diagram): design the satisfaction of a particular

behaviour.

demand (satisfaction unit)

Favour/integrate the weak and marginalized:

2_stakeholder configuration approach: design

design for system stakeholders’ interactions

the interactions of the stakeholder of a particu-

leading to favouring (more or less integrating)

lar satisfaction-system (system map)

kids, elderly, differently able, unemployed,

3_system sustainability approach: design such

illiterate, marginalised.

a stakeholder interactions (offer model) that

_Improve social cohesion: design for system

continuously seek after both socio-ethical and

stakeholders’ interactions leading to promot-

eco-efficient new beneficial solutions.

ing systems enabling social integration: in

The system design can then follow some crite-

neighbourhood, between generations, between

ria which can be described as the following:

genders and between different cultures.

_Improve employment/working conditions:

_Empower/enhance local resources: design

design for system stakeholders’ interactions

for system stakeholders’ interactions leading

leading to promoting and enhancing em-

to regenerating and empowering local econ-

ployment/working conditions, within the

omies by enhancing their human and natural

enterprise.

resources.

33 Chapter one

Case study

Distributed Solar Energy and product package of electrical devices, Brasil Through his work in low income rural electrification solutions, Fabio Rosa founded both a for profit corporation, Agroelectric System of Appropriate Technology (STA) and a not for profit organization, the Institute for Development of Natural Energy and Sustainability (IDEAAS). Rosa knew that he could lease his solar energy service for close to the same cost as people were spending on inferior, non renewable energy sources. TSSFA developed a basic photovoltaic solar home system that could be rented for US$ 10/month plus an initial installation fee, a little more than what people were already spending on non renewable forms of energy. Knowing that people with low income are interested in having access to the conveniences that electricity provides, TSSFA developed a leasing structure whereby customers pay a monthly fee for the use of cost窶親ffective solar energy packages. This not only fits with the traditional way people pay for energy, it also saves its customers from paying the 50% sales tax that would be required if they were to purchase the systems instead of rent them. Through a rental system, TSSFA can reach more customers, more quickly. Solar home kits, as TSSFA calls them, include the hardware needed to generate energy, while also providing the installation service and products that use the electricity generated by the solar home system, such as lighting and electrical outlets. All of the tangible inputs are owned by STA and only the service provided by these materials are leased to customers.

Part one - Theoretical framework

Barriers to the spread of PSS

Despite the potential benefits and drivers

be competent at designing, making, and deliv-

it has to be underlined that the application

ering PSS offers (Baines et al. 2007);

of eco-efficient and sustainable PSSs is still

- Acquiring PSS design methods and tools;

very limited. An important reason is that this

- Acquiring life-cycle costing methods;

kind of business concepts requires, in most

For these reasons personnel need to be trained

of the cases,12 substantial changes in existing

and perhaps even additional personnel should

customers habits, companies organizational

be recruited (Mont 2004a).

structures and regulative frameworks.

Another internal barrier is determined by the

We can distinguish barriers both for compa-

changing of systems and sources of gaining

nies and customers.

profit (Mont 2002a): PSS business models

Barriers for companies (PSS promoters)

require in fact medium-long term investments

The main barriers are related to the internal

the point-of-sale.

mindset and capabilities of the company and

These changes in the sources of gaining profit

in general to the fact that the adoption of a

require new internal accounting systems and

PSS strategy is more complex to be managed

the restructuring of financial functions.

than the traditional way of delivering products

Moreover PSS innovations require companies

alone. In other words changes in corporate

to adopt a different approach with stakeholders

mindset and organisation are required in order

along the value chain. The development and

to support a more systemic innovation and

delivering of PSSs need in fact the building up

PSS-oriented businesses (UNEP 2002).

of a strong collaboration among these actors.

Companies require new competences, skills

This may be a barrier, because of the fear of

and experience, in relation to both manage-

sharing sensitive information about compa-

ment and design activities. There is in fact the

niesâ&#x20AC;&#x2122; processes, products and technologies.

need of: - Structuring the organization in a way to

compared to the short-term profit generated at

35 Chapter one

Barriers for customers

Socio-psychological factors

The main barriers for customers are related to

Sociological studies underline the role of habits

the dominant consumption behaviours and the

in influencing consumption behaviour, arguing

influence of social norms and institutional set-

that consumption choices are dependent on

tings. These factors can put several constraints

prior consumption patterns. In relation to

to the diffusion of alternative sustainable PSSs.

eco-efficient PSSs, the problem is that solutions

To summarize, we can divide them in two

based on sharing and access contradict the

main categories: economic and socio-psycho-

dominant and well-established norm of owner-

logical factors.

ship (Behrendt et al. 2003), making consumers hesitant to accept ownerless-based solutions

Economic factors

(Goedkoop et al. 1999; Manzini et al. 2001;

From an economic perspective, RĂ¸pke (1999)

UNEP 2002).

states that current consumption behaviours

In the current western society the well es-

are firstly determined by the entire history of

tablished form of ownership has difficulties

industrial development.

in accepting solutions based on sharing and

Economic and political institutions have per-

access, and the cultural influence on consump-

suaded people to believe that higher material

tion teaches us that the accumulation of goods

prosperity is the expected behaviour. So it

is a measure of success in life.

could be difficult for a PSS to compete with industrially produced products.

Context-related barriers

In addition to that, customers show a lack of

The so called externalities and the high cost

understanding about the PSS concept.

of labour in industrialised countries are the

This generates uncertainties related to unclear

main context-related factors, which, as illus-

risks, costs and responsibilities, that leads

trated before, contribute to reinforce material

customers to difficultly understand the benefits

consumption and hinder PSS-based solutions.

of a PSS offer.

Moreover, other context-related barriers to be

Part one - Theoretical framework

overcome may also include a lack of external

innovations.

infrastructure and technologies (e.g. for prod-

More in practice the directions could be:

uct collection, re-manufacturing or recycling)

- Creating the economic conditions to en-

(UNEP 2002), and the difficulties faced by

courage companies in shifting their business

governmental institutions to create regulatory

models towards a PSS approach.

drivers to support the promotion and diffu-

_Raising consumersâ&#x20AC;&#x2122; awareness to inform users

sion of this kind of innovations (Mont and

about the benefits of PSSs.

Lindhqvist 2003; Mont 2004a).

_Supporting information and knowledge dissemination about successful case studies of

The role of public policy

PSS, but also methods and tools to design and

It is clear that governments need to intervene,

implement such innovations.

developing policy frameworks and proper

Generally policy measures can indirectly

conditions that would stimulate the introduc-

address PSS diffusion and institutions have to

tion and diffusion of eco-efficient and sustain-

potentially set up the economical framework

able PSS innovations, orientating the market

conditions to encourage environmentally bet-

towards the directions that could bring benefits

ter products and services.

to society.

In this scenario, institutions, are intended with

This means for governments to implement policy measures capable to stimulate the diffusion of eco-efficient and sustainable PSS innovations.

a broad concept: regulative and legislative constraints (regulatory institutions); societal norms, moral and ethical rules, and established behavioural patterns and lifestyles (normative institutions); and the learning processes that

Part of the policy measures should be aimed to

help individual to understand and interpret

adopt pollution charges and fiscal incentives

reality and support decision making processes

for pollution abatement, but also facilitate the

(cognitive institutions).

diffusion of information about environmental

These institution constitute a â&#x20AC;&#x153;structure of ru-

37 Chapter one

lesâ&#x20AC;? that provides meaning and stability to social behaviours and drives the everyday routine activities (Giddens 1984). A structure that is continuously embedded in the course of the action: structure creates routine actions, that reinforce structure, that creates actions, and so on in a circular process, defined by Giddens â&#x20AC;&#x153;structurationâ&#x20AC;?. In other words, when actions become routines the underlying structure is more and more embedded in the culture, and these actions become taken for granted by individuals and societal groups. If anything changes in this structure of rules, individual and societal groups will reproduce their behaviour over and over. Thus, the main issue to be faced in the process of introducing and diffusing sustainable PSSs is to understand which strategies are the most effective to change the current and dominant institutions. In other words we must understand which stimulus could be used to make emerge new basic belief, habits, and routines capable to promote PSS-oriented solutions.

Part one - Theoretical framework

39 Chapter two

the societal embedding of a sustainable product-service system radical innovations _long-term processes: they take relatively When radical system innovations happen we

very long time to occur because they require

can summarize that they are characterised by

multidimensional changes (Elzen et al. 2004).

the following elements:

_multi-actor: they involve a wide range of actors, including firms, industries, users, public authorities, governments, research centres, NGOs, etc. (Quist and Vergragt 2000; Elzen et al. 2004; De Bruijn et al. 2004);

_multi-factor: they are not caused by a change in a single factor but are the result of the interplay of many factors that influence

System innovations can be viewed as major shifts in the way societal functions (such as transportation, communication, housing and feeding) are fulfilled (Geels et al. 2004); they therefore refer to the change process, or transition, from one socio-technical system to another.

each other;

_multi-level: they implies changes at various

The concept of system innovation is strictly

levels: the micro-level of niches (new develop-

connected with the concept of transition and

ments that in the beginning do not fit with an

socio-technical system.

existing system), the meso-level of socio-technical regimes (which refer to dominant sets of culture, practices and institutions related to a specific field), and the macro-level of the so-

Transition

cio-technical landscape (which comprises the wider societal, economic and political context in which actors interact) (Geels 2002; 2005);

_highly uncertainity: they are difficult to be predicted and managed because of their complexity;

A change, passage or movement from one stage to another and the period of time during which the change takes place.

Part one - Theoretical framework

System innovation dynamics

PSS innovations have the potential to become

Socio-technical regimes

a system innovation if they become part of the mainstream way in which a societal satisfaction

Is defined by three dimensions: social groups

is fulfilled.

(firms, industries, users, public authorities,

To better understand how these innovations

NGOs etc.), rules or institutions (values,

take place we can consider the multi-level

norms, routines etc.) and socio-technical sys-

perspective (MPL) where the dynamics of the

tems (element needed to fulfil a societal func-

transitions depend on the interaction between

tion- technology, regulations, markets etc.).

three different levels: the socio-technical re-

They can interact in different ways between

gime (meso level), the niche (micro level) and

each other.

the landscape (macro level). ST-systems, artefacts and material conditions shape rules, frames, standards

rules, institutions

Actors carry and reproduce the rules Rules are not just embedded in heads of actors, but also in artefacts

socio-technical systems ST-systems do not work on their own, but through the involvement of human actors and organisations

ST-systems, artefacts and material conditions form a context for action. They enable and constrain.

Actors operate in the context of rules. Their perceptions and interactions are guided by rules

human actors, organisations, social groups

Fig.1 - The three analytical dimensions constituting a socio-technical regime | Fig.2 - The dynamics of transitions, adaptation from Ceschin and Geels (2006)

Chapter two

socio-technical landscape macro level

industry policy

socio-technical regime meso level

infrastructures culture market/user preferences technology scientific knowledge

niche innovations micro level

time

Niches

Landscape

Niches are described as protected spaces that

The landscape is the relatively stable social,

are isolated from the influence of the domi-

economic and political context in which actors

nant regime, where radical innovations can be

interact and regimes and niches evolve (Rip

tested and nurtured, become more mature, and

and Kemp 1998). It represents the background

potentially challenge and change regime prac-

for regimes and niches. The landscape is an

tices and institutions. Thus, if socio-technical

external context in niches and regimes: while

regimes generate incremental innovations,

actors can change regimes but it is more diffi-

radical innovations are developed in niches.

cult for them to change the landscape.

Part one - Theoretical framework

Socio-technical experiments

Socio-technical experiment

The main characteristics of the socio-technical experimentation are: - Experiments are conducted with radical innovation that require important changes on different dimensions, such as socio-cultural, technological and regulative. This kind of innovations is also uncertain and difficult to be planned and managed; - Experiments are not conducted inside a

A partially protected environment where a broad network of actors can learn and explore how to incubate and improve radical innovations and how to contribute to their societal embedding.

companyâ&#x20AC;&#x2122;s lab but implemented in the real life settings. The idea is to bring experiments out of the R&D (Research&Development) settings and develop radical innovations;

ptions) and institutional ones (such as the

- These experiments do not include only actors

adoption of specific regulations).

strictly linked to the innovation ideation, but

The aim of this kind of experiment is to learn

they try to involve a broad variety of actors,

and improve the innovation on multiple

involving also users, local administrations,

dimensions, not only the technical, economic,

NGOs, consumers groups, industrial associa-

market demand and usability aspects, but also

tions, research centres etc. The aim is to create

the political, regulative, environmental, and

a small socio-technical environment where a

socio-cultural ones.

variety of actors are involved in discussing,

Experiments have the role to identify different

co-creating and improving the innovation;

barriers that can hinder the future diffusion

- The idea is to protect the experiment from

and implementation of the innovation, and

the traditional environment. The main forms

understand how to face them.

of protections are: financial ones (such as stra-

In order to contribute to transitions, socio-

tegic investments by companies and tax exem-

technical experiments should be conceived

broadening

scaling-up

experiment as agent of change

move from experimentation to mainstream

link to other projects and initiatives

repeat the experiment

experiment as window

experiment as lab promote

deepening

test

experiment as lab

in order to act as:

actors (e.g. new users, potential partners).

- Labs, to test, learn and improve the PSS

- Agents of change, to influence contextual

innovation on multiple dimensions (technical,

conditions in order to favour and speed-up the

usability, regulative, political, economical,

societal embedding process.

socio-cultural) in relation to different contexts

Experiments should be conceived to introduce

(in order to learn about different PSS configu-

and diffuse new ideas and knowledge to the

rations in different settings).

community and stimulate various social groups

- Windows, to raise interest on the innovation

to change their perspectives, beliefs and life-

project and the related actors, disseminate

styles, representing a stimulus to induce actors

results, build-up synergies with existing similar

to change their behaviours and interpretative

projects/initiatives, and attract and enrol new

frames.

Fig.1 - The role of socio-technical experiments in triggering transitions

Chapter two

Part one - Theoretical framework

Scaling-up the innovation

The strategic process that allow to introduce

actors, their roles and actions to be

and scale up radical innovations should be

undertaken,

managed as a process in which design, devel-

2_Socio-technical experimentation: design

oping, testing and implementing are activities

the experiment to be able to act as a Lab,

carried out simultaneously. Substantially the

Window and Agent of change. Define an im-

learning-by-doing approach should be the

plementation area, proper financial protections

philosophy to take in consideration.

and repeat the experiment in different contexts.

The process of introducing and scaling-up rad-

3_Scaling-up: to lead the innovation and start

ical innovations should be seen as a progressive

to influence the socio-technical regime. It is

path of transition, characterised by different

fundamental here to connect with similar pro-

phases:

jects, spreading the results obtained, stimulate

1_Incubation: setting-up the conditions

the actors to influence the context.

needed to start the process, exploring how the

The evaluation process can modify the actions

concept can be socially implanted, identifying

in favour of the scaling-up, as well as to

long me diu

persp

ectiv

erm

mt per spe v cti e

short term perspective

Incubation phase

time horizon

term

pss concept vision

Socio-technical experiment phase

Scaling-up phase

45 Chapter two

re-orient the project concept vision, and even-

To summarise the importance of socio-tech-

tually change the network of actors and the

nical experiments in triggering transitions we

action plan.

can define three main activityâ&#x20AC;&#x2122;s phases.

During the transition process is important to establish and develop a proper network of

Deepening

actors, broad and dynamic, capable to protect,

Deepening means learning as much as possible

support and encourage the radical innova-

about an innovation within a specific context.

tion. Furthermore the concept vision that can

Deepening enables actors to learn about local

slightly change during the transition process

shifts in culture (ways of thinking, values,

is important because it can be used as guide-

reference frameworks, etc.), practices (habits,

lines to formulate strategies but also to attract

ways of doing things, etc.) and institutions

new potential partners and actors to join the

(norms, rules, etc.).

adjust expectations

learning

accepted visions and expectations

cognitive, regulative and normative rules (knowledge, regulations, behavioural norms)

enrol more actors

network of actors (emerging community)

outcomes and new promises by actors

resources and requirements

socio-technical experiment /2

Fig.1 - Transition path phases with a bi-focal designerâ&#x20AC;&#x2122;s perspective Fig.2 - The dynamics in socio-technical experiments, Ceschin, Geels, Ravel 2006

project.

Part one - Theoretical framework

Experiments are used to test and improve the

the role of institutions

innovation on multiple dimensions.

Broadening

As previously illustrated, socio-technical

Broadening means replicating the innovation

regimes are semi-coherent and interlinked sets

in different context and linking it to other

of regulative, normative and cognitive rules

projects and initiatives. Since learning within

(or institutions). The interlinked character of

an experiment is limited, experiments should

rules implies that it is difficult to change one

be repeated in other contexts, in order to learn

rule without changing others. This alignment

about different designs in different settings.

between rules determines the regime stability

Broadening is related to the idea that different

and its resistance to changes (Geels 2004a).

experiments, carried out simultaneously, can

In other terms these sets of rules constitute a

build on each other and gradually reinforce

sort of â&#x20AC;&#x2DC;structureâ&#x20AC;&#x2122; that drives the activities of

themselves (Raven 2005; Geels and Raven

individual and social groups.

2006). Within this perspective it is also im-

At the same time actors influence the structure

portant to strength synergies with other local

since they are embedded in this structure (they

similar projects and initiatives.

act and interact within the constraints and

Scaling-up

opportunities of the existing structure).

Scaling-up, the third important mechanism,

These rules, which are the result of previous

means to embed the innovation in domi-

(inter)actions, are implemented and repro-

nant ways of thinking, doing and organising.

duced in social activities which take place in

Scaling-up relates the socio-technical exper-

local practices.

iment to the regime, moving from the local

Actors act and interact with each other, and

level to the mainstream. It is a process in which

these actions and interactions usually aim to

the innovation gains more influence and stabil-

improve actorâ&#x20AC;&#x2122;s own situation, conditions and

ity, and gradually become part of the dominant

control of resources.

way in which a societal need is satisfied.

47 Chapter two

The process of transition from one socio-technical system to another should therefore be considered a process that requires breaking down the routine behaviours and institutions that are daily reproduced by individuals, groups, business communities, policy actors and society at large. In other words it is a process in which old institutions have to be replaced with new ones. If anything changes in this structure of rules, individual and societal groups will reproduce their behaviour over and over. To break down this â&#x20AC;&#x153;structuralâ&#x20AC;? process, a paradigm shift is needed: a change in the problem definition, basic assumptions, norms, values and interpretive frames which govern the decision-making process and actions of individuals, communities and organizations (Brown et al. 2003).

Part one - Theoretical framework

building up social networks

In socio-technical experiments, and in the

est groups, etc.) (Raven 2005). In other terms

process of niches formation, the network

the network should be heterogeneous and

composition plays a crucial role. This network

characterized by scientific, social, economic,

is important to protect, support and foster

politic and cultural linkages.

radical innovations. Initially the network can

On the other hand, government support and

be limited and fragile, meaning that few actors

protection can be of crucial importance: in the

are involved in developing the innovation; if

start-up phase in order to give experiments

experimental activities meet the initial expec-

legitimacy and stability; and in the subsequent

tations the network can expand and become

phases, in order to create widespread support

more stable.

for scaling up the new practices and institu-

Moreover, in the beginning the network is

tions related to those experiments. In relation

usually unstable, meaning that the role of

to the scaling up process key stakeholders to

actors and their relations may be unclear. Only

be involved are actors that have the power and

in the course of time, when more experience

willingness to directly influence the dominant

is gained, the role of actors and their relations

culture, practices and institutions (such as

becomes clearer.

Ministries, policy makers and politicians, etc.),

However, the key issue is to clarify which

and actors that (in)directly may influence the

characteristics the network of actors should

regime because they have an interest in embed-

have in order to be considered good. The first

ding new sustainable practices in society (such

characteristic is that the network should be

as NGOs, frontrunners in a sector or policy

broad, including not only the stakeholders

domain, etc.).

more directly linked with the innovation (such

It has to be underlined that the network should

as firms, partners, users, etc.) but also other

be managed dynamically because different

relevant stakeholders from the science, policy

stages of a societal embedding process require

and societal domains (e.g. research centres,

different network compositions (Weber et al.

governmental institutions, NGOs, special inter-

1999).

49 Chapter two

In general a broad stakeholder involvement is

The process of experimenting and embedding

important because (Van de Kerkhof 2004):

radical innovation in the society requires the

- Can mobilize knowledge, financial and man-

involvement of many actors from different

agerial resources to develop such alternative

domains. These actors may hold different

innovations (such as outsider firms) (Van de

expectations about a particular innovation.

Poel 2000);

Therefore it becomes fundamental to manage

- It can legitimate decisions, as more stakehold-

the diversity of expectations, and their negotia-

ers have been involved;

tion and alignment (Raven et al. 2008). The

- It can increase accountability, as the stake-

convergence of actorsâ&#x20AC;&#x2122; expectations is impor-

holders involved have become co-responsible

tant in order to give strategic orientation and

for the decision and related activities and

legitimacy to the innovation development

action plans;

(Kemp et al. 1998; Raven 2005) but also to

- It can contribute to increase the richness of

attract new actors and resources (Raven 2005).

the process, due to the input a wider range of

The creation of a shared project vision can

viewpoints, interests, information and exper-

contribute to articulate expectations, formulate

tise about the topic under consideration.

agendas and action plans, and coordinate the

- Have the power and willingness to directly

strategies of the actors involved (Kemp and

influence the dominant culture, practices and

Rotmans 2004).

institutions (such as Ministries, policy makers

Future scenarios and visions are in fact crucial

and politicians, etc.)

in order to attract actors and orient their

- Can spread information on the PSS innova-

actions (De Laat 1996; Akrich 1992; Berkhout

tions (such as media, opinion leaders, NGOs,);

2006; Quist et al. 2006).

The second network characteristic that has an

It is important to continuously keep a flexible

influence in the outcomes of socio-technical

project vision open to refinement and re-ori-

experiments and niche development is the

entation because the network of actors can

alignment of actors activities.

change according to the actors expectations.

Part one - Theoretical framework

51 Chapter three

the role of strategic design

How to support the introduction and scaling-up of a sustainable PSS

design and manage the transition path

The beginning of a sustainable PSS innovation is a project vision: a PSS idea or concept developed to overcome a societal/business

Transition Management (TM) is a form of

challenge. This project vision provides a

reflexive governance for managing transitions

direction to the societal embedding process, in

to sustainability combining long-term envi-

which a broad network of actors experiments

sioning with short-term action and reflection

and learns how the project vision can be met.

(Rotmans et al. 2000; Loorbach 2002; Kemp

The societal embedding process is based on the

and Loorbach 2003; Loorbach 2007).

incubation and implementation of small scale

Key elements of TM are (Meadowcroft 2007):

socio-technical experiments, and the scaling

_making the future more clearly manifest

up of the PSS innovation.

in current decisions, by adopting long-term

This process is characterised by dynamic

perspectives, exploring alternative trajectories,

adaptation, meaning that the transition path,

and opening paths for system innovations and

the project vision and the actor network are

improvement.

continuously adjusted according to what is

_developing interactive processes where

learned by the actors.

networks of actors can interact, develop shared

In the designing and management of soci-

problem definitions, appreciate differing per-

etal embedding processes a strategic attitude

spectives, and develop practical solutions;

should be adopted. In this sense the transition

_linking technological and social innovation;

path should be aimed at: getting feedback from

_â&#x20AC;&#x2DC;learning-by-doingâ&#x20AC;&#x2122;, developing experiments

the socio-technical context for improving the

with novel practices and technologies;

PSS innovation, collecting feedbacks from the

_tailoring support for technologies to the dif-

experiment and simultaneously influencing

ferent phase of the innovation cycle;

changes in the socio-technical system in order

- encouraging a diversity of innovations and

to create favourable conditions for the PSS

competition among different approaches.

innovation.

Part one - Theoretical framework

industry actors users/customers actors policy actors

pss concept vision

third sector

research and science

INCUBATION PHASE

SOCIO-TECHNICAL EXPERIMENT PHASE

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

3 - Involve actors in strategic discussion

...of the network of actors

START-UP, FIRST DESIGN AND IMPLEMENTATION

media

SCALING-UP PHASE

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

14 - Adjustment of the sustainable PSS concept vision

...of the transition path strategy

10 - Design strategy to support the scaling-up

...of the transition path strategy

...of the network of actors

11 - Involve actors in strategic discussions

...of the network of actors

7 - Implement socio-technical experiments

12 - Implement actions to support the scaling-up

8 - Monitor and evaluate socio-technical experiments

13 - Monitor and evaluate the scaling-up process

IMPLEMENTATION OF THE INCUBATION PHASE AND DESIGN OF THE SOCIO-TECHNICAL EXPERIMENT

ACTIVITIES FORECAST AND RE-DEFINITION OF THE PSS LONG TERM VISION

53 Chapter three

Design methods and tools industry actors

industry actors users/customers actors

users/customers actors

policy actors

pss concept vision

Socio-technical experiments: implementation

Socio-technical experiments: monitor and evaluate

INCUBATION PHASE

third sector

research and science

SOCIO-TECHNICAL EXPERIMENT PHASE

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

3 - Involve actors in strategic discussion

...of the network of actors

START-UP, FIRST

media

SCALING-UP PHASE

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

...of the transition path strategy

10 - Design strategy to support the scaling-up

...of the network of actors

11 - Involve actors in strategic discussions

media

third sector

research and science

SOCIO-TECHNICAL EXPERIMENT PHASE

14 - Adjustment of the sustainable PSS concept vision

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

...of the transition path strategy

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

...of the network of actors

3 - Involve actors in strategic discussion

...of the network of actors

SCALING-UP PHASE

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

14 - Adjustment of the sustainable PSS concept vision

...of the transition path strategy

10 - Design strategy to support the scaling-up

...of the transition path strategy

...of the network of actors

11 - Involve actors in strategic discussions

...of the network of actors

7 - Implement socio-technical experiments

12 - Implement actions to support the scaling-up

7 - Implement socio-technical experiments

12 - Implement actions to support the scaling-up

8 - Monitor and evaluate socio-technical experiments

13 - Monitor and evaluate the scaling-up process

8 - Monitor and evaluate socio-technical experiments

13 - Monitor and evaluate the scaling-up process

IMPLEMENTATION OF THE INCUBATION PHASE AND

ACTIVITIES FORECAST AND

START-UP, FIRST

IMPLEMENTATION OF THE INCUBATION PHASE AND

ACTIVITIES FORECAST AND

DESIGN AND DESIGN OF THE SOCIO-TECHNICALof EXPERIMENT RE-DEFINITIONdesigned OF THE The implementation the previously IMPLEMENTATION PSS LONG TERM VISION

DESIGN AND DESIGN execution OF THE SOCIO-TECHNICAL EXPERIMENT RE-DEFINITION OF THE During the of the experiment IMPLEMENTATION PSS LONG TERM VISION

socio-technical experiment/s could require the

continuous monitoring should take place.

involvement of new actors that have to be con-

Monitoring involves: (I) observation and anal-

tacted and engaged in strategic conversations

ysis of activities undertaken; (II) reflections

to discuss about their involvement.

on the observations and analysis; and (III)

Through meetings and workshops it could be

consequent adjustments/adaptation (of project

negotiated their involvement and their roles,

vision, action plan, actors network etc.).

illustrating the project vision, the general ac-

Monitoring and evaluation activities include:

tion plan and the details of the socio-technical

_the PSS innovation (technical and usability

experiment/s.

aspects, acceptability of the PSS etc.)

The involvement of new actors could lead

_the structural obstacles that may hinder the

to adjustments in the action plan and in the

implementation and diffusion;

socio-technical experiment/s design (and

_the synergies built with other actors, net-

consequently transition path). Tools to be used

works, projects, initiatives, etc.

in this phase: actors system map and actors

_the changes in actorsâ&#x20AC;&#x2122; behaviours, practices,

system table, to monitor the structure of the

routine (e.g. in relation to future potential

network.

users, governmental institutions, etc.).

Part one - Theoretical framework

industry actors

industry actors users/customers actors

users/customers actors

policy actors

pss concept vision

Adjust vision, transition path and actors network

Scaling-up: design the supporting strategies

INCUBATION PHASE

third sector

research and science

SOCIO-TECHNICAL EXPERIMENT PHASE

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

3 - Involve actors in strategic discussion

START-UP, FIRST

media

...of the network of actors

SCALING-UP PHASE

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

...of the transition path strategy

10 - Design strategy to support the scaling-up

...of the network of actors

11 - Involve actors in strategic discussions

third sector

research and science

SOCIO-TECHNICAL EXPERIMENT PHASE

14 - Adjustment of the sustainable PSS concept vision

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

...of the transition path strategy

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

...of the network of actors

3 - Involve actors in strategic discussion

...of the network of actors

media

SCALING-UP PHASE

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

14 - Adjustment of the sustainable PSS concept vision

...of the transition path strategy

10 - Design strategy to support the scaling-up

...of the transition path strategy

...of the network of actors

11 - Involve actors in strategic discussions

...of the network of actors

7 - Implement socio-technical experiments

12 - Implement actions to support the scaling-up

7 - Implement socio-technical experiments

12 - Implement actions to support the scaling-up

8 - Monitor and evaluate socio-technical experiments

13 - Monitor and evaluate the scaling-up process

8 - Monitor and evaluate socio-technical experiments

13 - Monitor and evaluate the scaling-up process

IMPLEMENTATION OF THE INCUBATION PHASE AND

ACTIVITIES FORECAST AND

START-UP, FIRST

IMPLEMENTATION OF THE INCUBATION PHASE AND

ACTIVITIES FORECAST AND

DESIGN AND DESIGN OF THE SOCIO-TECHNICAL EXPERIMENT RE-DEFINITION OF THE Through a learning-by-doing approach, the IMPLEMENTATION PSS LONG TERM VISION

DESIGNthis AND DESIGN OFthe THE SOCIO-TECHNICAL OF THE At stage aim isEXPERIMENT to increaseRE-DEFINITION momenIMPLEMENTATION PSS LONG TERM VISION

monitoring and evaluation activities can lead

tum of the PSS innovation and start to have

to insights on how to adjust/refine:

an influence on the socio-technical regime, to

- the experiment/s (in their different aspects);

lead the PSS to increasingly become part of the

- the project vision;

mainstream way in which a societal satisfaction

- the action plan;

is fulfilled.

- and the actors network.

Proper strategies have to be identified in order

The tools to design and visualise experiments,

to increase the potential of scaling-up the inno-

project vision, action plan and actors network

vation. The first step is the identification of the

can be used at this stage to support this activity.

proper actions to enhance the development and

The aim here is to design and execute new

reinforcement of the pathway of experiments.

experiments in different contexts and/or test

A set of guidelines (scaling-up guidelines tool)

new functions.

can be used to support this task. The aim is to

The output of socio-technical experimenta-

set-up deeper linkages with relevant political,

tions phase is the development of a more stable

industrial and social actors: those that have the

PSS, capable to increasingly influence the

power and willingness to directly influence the

socio-technical regime.

dominant culture, practices and institutions.

55 Chapter three

industry actors

industry actors users/customers actors

users/customers actors

policy actors

pss concept vision

Involve actors in strategic discussions

Implement strategies to support the scaling-up

INCUBATION PHASE

third sector

research and science

SOCIO-TECHNICAL EXPERIMENT PHASE

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

3 - Involve actors in strategic discussion

START-UP, FIRST

media

...of the network of actors

SCALING-UP PHASE

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

...of the transition path strategy

10 - Design strategy to support the scaling-up

...of the network of actors

11 - Involve actors in strategic discussions

third sector

research and science

SOCIO-TECHNICAL EXPERIMENT PHASE

14 - Adjustment of the sustainable PSS concept vision

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

...of the transition path strategy

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

...of the network of actors

3 - Involve actors in strategic discussion

...of the network of actors

media

SCALING-UP PHASE

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

14 - Adjustment of the sustainable PSS concept vision

...of the transition path strategy

10 - Design strategy to support the scaling-up

...of the transition path strategy

...of the network of actors

11 - Involve actors in strategic discussions

...of the network of actors

7 - Implement socio-technical experiments

12 - Implement actions to support the scaling-up

7 - Implement socio-technical experiments

12 - Implement actions to support the scaling-up

8 - Monitor and evaluate socio-technical experiments

13 - Monitor and evaluate the scaling-up process

8 - Monitor and evaluate socio-technical experiments

13 - Monitor and evaluate the scaling-up process

IMPLEMENTATION OF THE INCUBATION PHASE AND

ACTIVITIES FORECAST AND

START-UP, FIRST

IMPLEMENTATION OF THE INCUBATION PHASE AND

ACTIVITIES FORECAST AND

DESIGN ANDimplementation DESIGN OF THE SOCIO-TECHNICAL of EXPERIMENT RE-DEFINITIONstratOF THE The the scaling-up IMPLEMENTATION PSS LONG TERM VISION

DESIGNthis AND DESIGN OF the THE SOCIO-TECHNICAL EXPERIMENT designed RE-DEFINITION OF THE At stage previously scalIMPLEMENTATION PSS LONG TERM VISION

egies could require the involvement of new

ing-up strategies are implemented by the

actors, contacting them and organising

project network.

meetings and workshops to discuss involvement and roles. Again, the involvement of new actors (which could have different expectations) could bring to adjustments in the action plan and in the socio-technical experiment/s design (and consequent modifications in the transition path story board and the transition path table). New actors may join and other may leave and to help this process tools like the actors map and the actors table can be used. The output of this step is the enlargement and reinforcement of the project network, involving those actors that may be crucial in the process of scaling-up the PSS innovations.

Part one - Theoretical framework

Flexibility of the design process

The design of the transition path requires a

The societal embedding process should be seen

multi-term perspective, meaning that the focus

as a path based on exploring, searching and

is simultaneously on the project long-term and

learning, about:

short-term goals.

- the most appropriate characteristics that a

The first one is the achievement of a future

PSS innovation should have in order to re-

in which a sustainable PSS innovation is part

spond to a societal/business challenge;

of the normal way in which a societal need is

- the most appropriate strategy to create the

fulfilled (project vision. The short-term one

conditions for contributing to the societal

represent actions to be undertaken in order to

embedding of this innovation.

orient the societal embedding process towards

Moreover, as the Multi Level Perspective

the long-term goal.

(MLP) teach us, niche development and scaling

Designers are asked to focus on different time

up require favourable conditions and circum-

perspectives and in this framework an experi-

stances (e.g. there should be enough pressure

mental - and learning-based approach requires

form the landscape, the regime should be

a flexible and dynamic design and management

sufficiently open to accept radical innovations,

attitude. In fact a project vision is not a static

etc.). This means that there is not a successful

outcome to be achieved: it is continuously

â&#x20AC;&#x153;recipeâ&#x20AC;? to follow and the project

adjusted as a result of what is learned by actors during the societal embedding process (in particular during socio-technical experiments). In other terms the process should be seen as a flexible framework for action which enables strategic designers to guide and orient a societal embedding process by focusing on many activities and phases.

vision is not an outcome to be achieved but it is continuously adjusted as a result of what is learned by actors during the societal embedding process.

57 Chapter three

design attitude and skills

The design competencies should move towards

gradually incubate, introduce and diffuse these

those of the strategic design, and in this respect

concepts.

Manzini and Vezzoli (2003) introduced the

This means that strategic designers should

concept of strategic design for sustainability.

focus not only on the PSS innovation but also

Within this framework it is clear that this de-

on the contextual conditions that may favour

sign attitude requires particular skills (Vezzoli

or hinder the societal embedding process.

2007):

Designers should also adopt a strategic attitude

- the ability to design an integrated system of

to influence the socio-technical context and

products and services fulfilling a particular

create the right conditions to support the

demand of satisfaction;

spreading of the innovation.

- the ability to promote/facilitate new so-

_A broader system stakeholders

cio-economic stakeholder interactions

approach

(configurations);

Strategic designers working on a PSS level are

- the ability to promote/facilitate participated

used to adopt a system design approach. This

design between different stakeholders;

means that their design activity is focused not

- the ability to orientate the above processes

only on the PSS offer (integrated set of prod-

towards eco-efficient and/or sustainable

ucts and services), but also on the socio-eco-

solutions.

nomical stakeholders to be involved in the PSS

Designers should adopt a new design attitude

and on the relations among these stakeholders

to play a role in the societal embedding of

(in other words they also focus on the PSS

sustainable PSS innovations.

value chain).

_A broader design scope First of all, designers need to focus on a broader design scope: the ideation of sustainable PSS concepts should be coupled with the designing of appropriate transition paths to

Part one - Theoretical framework

59 Chapter four

All of us together are smarter than any one of us individually. (Douglas Merrill)

Part one - Theoretical framework

61 Chapter four

networks and open innovation Online tools and platforms to sustain the innovation

manage a network approach A network system has a non-hierarchical sys-

of perspectives, to accelerate the sharing of

tem architectures.

information, and to drastically reduce the costs

The expression ‘distributed system’ indicates

of participation and coordination.

a socio-technical system characterized by a

That makes them well suited to facilitating

non-hierarchical architecture. This means a

progress on complex social and environmental

web of interconnected, autonomous elements

challenges that require people and organiza-

capable of accomplishing complex activities.

tions to coordinate their efforts across tradi-

(Johansson, Kish, Mirata. 2005; Biggs, Ryan,

tional boundaries and sectors.

Wisman, 2010).

As Scearce, Kasper and NcLeod Grant state,

These non-hierarchical systems architectures

this emerging way of communicating, working

are spreading into the contemporary society

and innovating can be defined with the term

driven by the power of new technological

“working wikily”, characterized by greater

networks and technologies - from conference

openness, transparency, decentralized decision

calls and e-mails to blogs, wikis, tags, texts,

making, and collective action.

and tweets - that allow people to more easily

The real transformation that is tak-

visualize, communicate with, and act on exist-

ing place today is the fundamental

ing personal and professional networks, and to

shift in the way that people think,

forge strong connections with new ones.

form groups, and do their work—in

Today the small can be influential at the large

part because of the widespread

scale as a node in a global network.

accessibility of the tools and the

And the local can break its isolation being

networks they can help to create.

open to the global flow of people, ideas and information. These tools make links with any number of people (irrespective of geographic distance) possible, in order to access a greater diversity

Part one - Theoretical framework

Network

â&#x20AC;&#x153;A network is any collection of things data, people, technologies, organizations - that are connected together. When we focus on the network, the emphasis is on the relationship and connection between nodes, not just the objects themselvesâ&#x20AC;? (Working wikily_2010)

centralized

type

Nonprofit organisations without explicit network structure

structure

examples

Many local direct service providers

Membership organisations

Sierra Club

with network component

NARAL Pro-choice America

Nonprofits with explicit

Habitat for Humanity

network strategy and

Egypt

structure

Saddleback Church

Coalition or alliance

GAVI Alliance Save Darfur

Networks of networks

decentralized

WiserEarth MoveOn.org

Ad hoc networks

Flash Mobs Facebook causes

63 Chapter four

Increasingly, the word network is used to

According to researches conducted by the

describe any group or collective action within,

Monitor Institute, in partnership with the

among, or outside of organizations. It is often

David and Lucile Packard Foundation, there

used to refer to both a how - a way of working -

are new strategies for working in more net-

and a what - a structure for organizing.

worked ways.

There are few methods and tips to follow in

Thanks to dozen pilot programs to test social

order to organize networks and design projects

media tools and network approaches to social

around a problem to solve, not around the

change, and interviewing more than 200 ex-

tools. The question we should ask are: is the ef-

perts in non-profits, social media, collaborative

fort aimed at sharing information? Mobilizing

processes, and social network analysis, the

and engaging people? Getting to scale?

group has arrived to achieve important results.

Once the goals are clear, then focus on how

The main conclusions shows that it is impor-

to accomplish them. What kind of network

tant for funders and activists to embrace a

approach will best support the end goal? What

network approach in their work (even as the

tools should be used?

specific tools and strategies continue to evolve

- Combine top-down and bottom-up

at a rapid pace) to achieve social change.

approaches

A network approach is important for: _Weaving community accessing diverse perspectives _Building and sharing knowledge _Mobilizing people _Coordinating resources and action.

- The rules of relationships still apply: at their core, social networks are about relationships and are built on trust. Networks will succeed only if they allow time for individuals to build authentic working relationships. - Share what youâ&#x20AC;&#x2122;re doing and learning. The new social tools invite making information available to more people, which allows users to build on the ideas and work of others.

Part one - Theoretical framework

The case of open innovation

When creativity and innovation happen on a collaborative platform

As knowledge is widely distributed across the

interaction between customers and companies,

external environment, many companies have

as well as peer-to-peer communication among

opened up their innovation process to gain

customers.

access to the expertise of external parties and existing knowledge from different domains

Open innovation projects are based on five key

(Laursen/Salter 2006).

principles:

Open innovation means shifting away from the

_core: a gift of knowledge able to attract a

traditional closed innovation system, where

community of capable contributors.

innovation processes mainly happen inside

_contribute: attraction of the right mix of

the organization and ideas from outside of the

people who have different ideas and out-

organization are often treated with â&#x20AC;&#x153;not-invent-

looks and access to tools that enable them to

ed-hereâ&#x20AC;? mentality.

contribute.

Open innovation establishes new paths to

_connect: rules for making connections

commercialize the innovations done within the

between people with different ideas to take on

company, both by using informal and formal

complex tasks.

ties to partners, for example through exploiting

_collaborate: creation of self-governing

the possibilities for revenue streams by using

communities that make the most of their

open application programming interfaces.

diverse knowledge, joined together by an

(Chesbrough 2003,Simard and West, 2006;

animating goal.

Aitamurto and Lewis, 2011).

_create: there must be places where commu-

Co-creation and crowdsourcing are two related

nities can publish and share ideas. Open source

concepts and they are both perceived as a tool

communities resolve the difficulties of man-

in the open innovation toolkit. Co-creation is a

aging creative work by decentralising decision

joint effort of the producer and the customer to

making down to small groups.

develop new products or services (Prahalad & Ramaswamy, 2000; 2004), involving a two-way

65 Chapter four

Innovation and creativity are not individualis-

This is why the way we innovate is changing.

tic. It is really about interaction, getting people

In this scenario, consumers are no longer

to interact with one another in the right way.

passive recipients of goods but they want to

The most successful business models of the

be participants in the creation of services they

future will be hybrids that blend elements of

want, leaders, on the other hand, focus on cre-

the company and the community, of commerce

ating the norms through which many people

and collaboration. A new model of innovation

can take responsibility and orchestrate these

is emerging as an open, even a mass, activity.

creative conversations.

Open and collaborative models of organisation will increasingly trump closed and

Innovative combinations emerge from intense

hierarchical models as a way to

and extended creative conversations in which

promote innovation, organise

ideas are opened up to challenge but also build

work and engage stakeholders.

upon. This means that social networking and

(Leadbeater, 2008)

online collaboration take our capacity for these combinatorial friendships to a new level.

Fig.1 - Adaptation from â&#x20AC;&#x153;Crowdsourcing: what can be outsourced to the crowd and why?â&#x20AC;?, Shenk and Guittard (2009)

Open innovation uses the web to take to scale a collaborative and social approach to creativity.

Part one - Theoretical framework

“We-Think - The power of mass creativity” is

are blended, the consumers are active partic-

the result of Leadbeater’s studies about the cur-

ipants (user-driven innovation), the labour

rent changes that our world is facing and how

is self distributed and the informations are

the web is the leading element of this process.

shared. Moreover, leadership is also subjected

It is a fact that the increase of sharing informa-

to a change. In this new scenario leadership is

tion, ideas and knowledge is the result of an

about creating an atmosphere in which people

ongoing trend where the web plays a key role:

get a kick from working with one another.

it allows people to participate and collaborate

These collaborative models of organisation will

and it represents a fundamental vector to

change the fundamental aspects of economic

“spread democracy, promote freedom, alleviate

life: how we work, consume, innovate, lead and

inequality and to be creative together”.

own productive endeavours.

The web is a platform for mass creativity and

Innovation is becoming an open activity thank

innovation because more people than ever can

to social networking and online collaboration,.

participate in culture with their ideas, opinions

and the challenge for the future will be making

and informations.

money from this productive way to share ideas.

Granted that in the economy of ideas and in-

Collaborative work represent a cheaper solu-

formations what you share is what you are, the

tion compared to a top-down bureaucracy and

term “We-Think” enclose the new approach

it motivates people giving them the opportu-

of how we organise, work and create in mass

nity to work in a community and get a sense of

thank to the web.

recognition and belonging.

Projects like Linux, Wikipedia and computer

The leader’s duty will be just to create the

games like World of Warcraft and The Sims are

norms and rules through which many people

successful examples of the web’s potentiality.

can take responsibility for small parts of the

Leadbeater suggests this new business model

job.

as an alternative approach to innovation, where

According to the author, We-Think will have a

elements of the company and the community

huge impact on the creative and cultural sect-

Fig.1 - Illustration from â&#x20AC;&#x153;We thinkâ&#x20AC;? by Leadbeater | Fig.2 - Ubuntu is an open source software developed by Linux

Chapter four

ors, on media and publishing business and in general on the service sector. /1

The most interesting aspect of the spread of We-Think are how knowledge could be shared easily and among millions of people through open-sources designs, how public services (libraries for example) usually financed collectively can become a platform for participation

linux

(open-source operating system)

15 years development

655 people voluntarily involved

29 million users

and collaboration. Public services are most effective when they mobilise citizens to make their own contribution and then to become players/developers in creating public goods.

Part one - Theoretical framework

As a management approach, open innovation

Social media

offers a set of different methods and practices which support innovating companies to identify and integrate relevant external knowledge. Even though most open innovation practices are based on the crowdsourcing principle, they differ significantly in terms of the type of knowledge exchanged as well as with regard to

A group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, which allows the creation and exchange of user-generated content. (Kaplan & Haenlein, 2010)

the stakeholders getting involved. Ideation contests, for example, require only limited disclosure of sensitive information by the focal firm and are primarily used for the

Online community management

acquisition of need information during the first stages of the innovation process, often organized by the marketing department (Piller/ Walcher2006). Tournament-based crowdsourcing in the context of technical problem solving, on the contrary, requires not only the participation of other internal organizational units (research &development), but also seeks a different type of knowledge, solution information in a later stage of the innovation process. Implementing open innovation (or any method of crowdsourcing) is typically carried out by means of pilot projects.

Online communities are communities that have their own identities, norms, goals and these goals may be shared with one or more other related communities (Brandtzaeg,Obrist, Geerts & Berg 2010)

69 Chapter four

Crowdsourcing: distributed problem solving Strategies to involve and stimulate online creativity

Crowdsourcing is not a single strategy. It is an umbrella term for a highly varied group of approaches that share one obvious attribute in common: they all depend on some contribution from the crowd (Howl 2009: 280)

Crowdsourcing is a new phenomenon enabled

production, blogging, and video and pho-

by evolving information and communication

to-sharing sites.

technologies (ICT) that has only very re-

Crowdsourcing distinguishes itself by involving

cently begun to be investigated by academic

an organization-participant relationship, where

researchers.

the organization engages in a top-down, man-

Crowdsourcing is often based on the frame-

aged process to seek a bottom-up, open input

work of collective intelligence (LĂŠvy, 1997),

by users in an online community.

the idea that knowledge is the most accurate when it consists of inputs from a distributed population. The opposite of collective intelligence is relying

the stages of the crowdfunding process

on a single agent, for example, a knowledgeable expert. The concept of collective intelligence

1. Problem formulation

2.Open call

Reintegration

has been popularized as the wisdom of crowds

crowdsourcing can be defined as a tool to gather collective intelligence for certain tasks.

(Surowiecki, 2004), and

We might position crowdsourcing as one particular form of participatory social media, of which other examples include open-source

Evaluation of responses

/2 /3

Fig.1 - IdeaDell, the open innovation platform of Dell | Fig.2 - Quirky, an online platform for creative projects | Fig.3-4 - OpenIdeo, the open innovation and crowdsourcing platform | Fig.5 - Innocentive, a tool that connects companies with online creativity

70 Part one - Theoretical framework

_Chapter four

Several companies have already seen the op-

Moreover, the RFP informs potential solvers

portunity of crowdsourcing. The most popular

about targeted and possible partnership models

examples of these companies and their crowd-

(e.g. development contracts, licensing,consult-

sourcing sites include IBM’s Collaboration Jam

ing, etc.) in the course of the respective request.

(IBM, 2008), Google Ideas (Google, 2009),

_Open call.

Starbucks (Starbucks Corporation, 2010),

At this point, broadcast search takes the form

OpenIDEO (Ideo, 2011) and InnoCentive

of a tournament where potential solvers

(InnoCentive, 2010).

self-select themselves to participate and submit

In this approach, the users are considered as

solutions for evaluation (Jeppesen/Lakhani

creative consumers (Burmann, 2010) and the

2010).

value is created also in the process, in which

_Evaluation of responses.

customers interact with the company and with

After the submission deadline has passed, all

each other, the shared object being the compa-

solutions submitted by potential solvers are

ny’s product, or, in the wider perspective, the

being evaluated. The intermediary supports the

brand (as examples Lego Group).

evaluation process by rating the level of solu-

The dynamics of crowdsourcing strategies have

tion competence indicated by each respondent.

to follow a specific pattern in order to stimulate

_Reintegration.

the right amount of people and most impor-

After detailed review and evaluation, the seeker

tantly the right variety of contributors.

will start to build a working relationship with

This process can be divided in different stages:

interesting solution providers.

_Problem formulation. The objective is to create a so-called “request for proposals” (RFP)document. The RFP document describes the technical problem to be solved and highlights the performance criteria that a winning solution has to meet.

Part one - Theoretical framework

Crowdfunding

Strategies to create communities and raise funding

Crowd funding or crowdfunding (alternately

Crowdfunding

crowd financing, equity crowdfunding, or hyper funding) describes the collective effort of individuals who network and pool their resources, usually via the Internet, to support efforts initiated by other people or organizations. Crowd funding is used in support of a wide variety of activities, including disaster relief, citizen journalism, support of artists by fans, political campaigns, start-up company

An open call, essentially through the Internet, for the provision of financial resources either in form of donation or in exchange for some form of reward and/or voting rights in order to support initiatives for specific purposes. (Schwienbacher & Larralde, 2010)

funding, movie or free software development,

fundraising, facilitated by dozens of internet

and scientific research.

sites devoted to the topic.

Crowdfunding as a novel method for funding

In addition to encompassing a wide range of

a variety of new ventures, allows individual

potential projects, crowdfunding also differs

founders of for-profit, cultural, or social pro-

from other methods of start-up funding be-

jects to request funding from many individuals,

cause the relationship between creators and

often in return for future products or equity.

founders varies by context and the nature of

Crowdfunding projects can range greatly in

the funding effort. This interactivity is one of

both goal and magnitude, from small artistic

the hallmarks of crowdfunding, which helps

projects to entrepreneurs seeking hundreds of

distinguish it from mass-market business

thousands of dollars in seed capital as an alter-

models. The main advantage of crowd-

native to traditional venture capital investment

funding, in fact, is that the funders are

(Schwienbacher & Larralde, 2010).

also ambassadors of the project or busi-

Crowdfunding draws inspiration from con-

ness they support and that they will

cepts like micro-finance and crowd sourcing

help to market and promote it through

but represents its own unique category of

their own networks.

2006: Michael Sullivan coins the term ‘crowd funding’ when describing the process of raising money online for video projects. 2008: Brad Damphousse & Andrew Ballester launch ‘Create-a-Fund’, one of the earliest crowdfunding websites for individuals.

2009: Kickstarted was founded by Perry Chen, Yancey Strickler, and Charles Adler. Its most successful project raised over 10 million dollars.

Fig.1 - Kickstarter | Fig.2 - Pebble watch, which raised more than10 million dollars | Fig.3 - Changemakers, a platforms for social impact | Fig.4 Sustainability Maker, the recent platform for sustainable projects, which involves among others, Indaco department

_Chapter four

Part one - Theoretical framework

Changes in the way that individuals view the funding of not-for-profit ventures strongly suggest that all crowdfunding funders may be thought of as investors, making decisions about which projects to support based on their expectations for success and the underlying appeal of the project (Agrawal et al., 2010). Further, contributions to crowdfunding projects, even in markets where crowdfunding is driven by altruism, appear to predict the ultimate success of projects (Burtch et al., 2011),

suggesting that crowdfunding investment is drawn to quality projects. There are two main forms of crowdfunding. In the first form, consumers are invited to preorder the product. For the entrepreneur to be able to launch production, the amount collected through pre-ordering must cover the required amount of capital. Since the remaining consumers will pay a different price when the product is on the market, crowdfunding that

takes the form of pre-ordering gives the opportunity to price discriminate between the first group (those who pre-order and thus constitute the funding\crowd) and the second group (the other\regular consumers who wait

Fig.1 - Some projects looking for funding on IndieGOGO platform | Fig.2 - Proposal from the OpenIdeao challenge | Fig.3 - RocketHub a crowdfunding platform for art, business, science and social projects

_Chapter four

that production takes place before purchasing

Crowdfunding business models:

directly).

Donations

In the second form of crowdfunding, individ-

Unlike with traditional fundraising, donations

uals are invited to provide money to the entre-

are collected and ear-marked for a specific pro-

preneur in exchange for a share of the profits

ject. Because funders know that their money

or even to purchase equity securities issued by

will be used on a very specific project, they are

the entrepreneurial firm. These investors may

more willing to donate higher amounts per

decide to become consumers in a later stage.

person. These types of donors also tend to be

Besides, while the Web 2.0 has been a critical

more loyal in the long term when the NGO

ingredient in the development of crowdfund-

will keep them updated about the progress

ing practices, it also differs from open-source

of the project, ensuring recurring donations.

practices.

The main motivation for funders is social. It is

An important distinction is that in the case of open-

intrinsic motivation, which is usually a good

source, the resource belongs to the community,

base for a long term donor relationship.

which can then exploit it on an individual basis

Rewards

(there is no restriction on who can use it); in the

This business model is used by project owners

case of crowdfunding (and also crowdsourcing), it

who want to collect donations for a specific

ultimately belongs to the firm, which will be the

project and can give (often small) non-finan-

only one to use it. This distinction with open-

cial rewards in return. The rewards are of a

source practices becomes even more obvious

symbolic value and provided by the investee.

when related to crowdfunding, since capital

Pre-Sales

cannot be shared.

It is possible to put a new product or service online and ask funders if they are interested to order and pay in advance. This replaces traditional market research and validates demand while providing working capital, if successful.

Part one - Theoretical framework

Case study

successful projects based on different crowdfunding models One crowdfunding model is based on the pre-order of the product that lead to a price discrimination and it usually works for smaller capitals. In 2005, the South African singer Verity Price launched the “Lucky Packet Project”. To record her album without assistance of a record label, Verity Price needed to advance an up-front investment of ZAR300,000. To this end, she set up a website where she asked people to pre-purchase her album at ZAR150 before she recorded it. In return from their contributions, people were compensated with some form of non-monetary rewards, such as their name credited on her website, the possibility to vote on which songs are recorded, and what artwork and photography are used for the album. Also, 10% of sales would be transferred to charities. Verity Price managed to reach the threshold of ZAR300,000 with the contributions of 2061 individuals. Then, she recorded the album, which is now on the market at ZAR116. The other crowdfunding model is based on investments in exchange for a share of future profits. Several entrepreneurial firms have already be successful in launching their crowdfunding initiative on Seedmatch, often raising up to e100,000 within a few days from 80 to 160 individual investors. Next to earning money on their investment, participants can interact with company founders and receive updated information on the firms’ most recent developments so that they feel belonging to a community of investors.

77 _Chapter four

To sum up, case studies and analysis of the

Crowdfunders enjoy an increase in utility

bibliography highlight three recurrent charac-

because they value the feeling of belonging to a

teristics: the pre-ordering of the product, the

group of special or privileged individuals.

high willingness to pay of crowdfunders, the nature of community benefits.

What emerges is that while the primary goal

Community benefits therefore increase the

of crowdfunding is certainly to raise money,

crowdfundersâ&#x20AC;&#x2122; utility in proportion to their

it may also help in testing, promoting and

taste parameter: a consumer who values more

marketing products, in gaining a better knowl-

the product will also value more the enhanced

edge of consumersâ&#x20AC;&#x2122; tastes, or in creating new

consumption experience that crowdfunding

products or services altogether.

provides. In this case the benefit is directly

In this sense, crowdfunding can be used as a

related to consumption.

promotion device, as a means to support mass

Community benefits can then be derived from

customization or user-based innovation, or as

non-monetary rewards (credits on the website)

a way for the producer to gain a better knowl-

or profit sharing (direct cash payment, divi-

edge of the preferences of its consumer.

dends, capital gains from equity investments).

Moreover, changes in the way that individuals

Hence, consumers/investors may self-select

view the funding of not-for-profit ventures

into this community and entrepreneurs ensure

strongly suggest that all crowdfunding funders

that consumers/investors enjoy such commu-

may be thought of as investors, making deci-

nity benefits and build trust in the project.

sions about which projects to support based on

Here, when crowdfunding is based on profit

their expectations for success and the underly-

sharing, community benefits are more re-

ing appeal of the project.

lated to investment than to consumption. Participating in crowdfunding is through investment, and the crowd can support the firm without necessarily becoming a consumer.

Part one - Theoretical framework

Crowdfunding Financial contributions from online investors, sponsors or donors to fund for-profit or non-profit initiatives or enterprises.

Tools Applications, platforms and tools that support collaboration, communication and sharing among distributed groups of people.

Clouds Leverage of a distributed virtual labour pool, available on-demand to fulfil a range of tasks from simple to complex.

Civic Engagement Collective actions that address issues of public concern.

_Chapter four

Collective Knowledge Development of knowledge assets or information resources from a distributed pool of contributors.

Collective Creativity Tapping of creative talent pools to design and develop original art, media or content.

Community Building Development of communities through active engagement of individuals who share common passions, beliefs or interests.

Open Innovation Use of sources outside of the entity or group to generate, develop and implement ideas.

Part one - Theoretical framework

Mobility is a right. Mobility is inextricably related to basic individual rights and should therefore be considered a right in the design and development of a nationsâ&#x20AC;&#x2122; transportation system, this right can and should be ensured by public planning processes and infrastructure investment strategies that provide access to mobility for all. (Hamburg et al, 1994)

_Chapter five

Part one - Theoretical framework

_Chapter five

sustainable mobility Low-income and emerging contexts and their socio-economic development

Mobility is a crucial element in the devel-

Sustainable mobility

opment of social and economic growth of a county, it makes modern economies possible and greatly facilitates human interactions and living. Personal mobility today stands out as a symbol of freedom and of independence from public transportation constrains (such as set routes and timetables) but above all it stands out as a status symbol, belonging to a certain

Is the ability to meet the needs of a society to move freely, gain access, communicate, trade and establish relationships without sacrificing other essential human or ecological value today or in the future. (WBCSD) Mobility 2030 report

social class and emancipation. By 2030, 60% of the world population will live in cities and we have to address the consequent issues making mobility more efficient, more equitable, more technologically advanced, and less environmentally and socially disruptive, while preserving the many attributes that make mobility desirable.

Poverty and geographical isolation has per-

Sustainable mobility not only concern using

petuated the level of marginalisation of many

low carbon emission vehicle, but instead look

communities living in abject poverty.

for alternative solutions of transportation, such

The spatial fragmentation and dislocation

as car pooling, car sharing, bike sharing, bike

come at a high transport cost that also limits

+ train and reflect on the necessity of moving

the movement of people and goods. Micro-

(John Thackara, In the Bubble).

accessibility and threshold problems to main

In many countries, low income resident are

markets, ports, etc., have also been aggravated

excluded from access to high quality, safe and

by the uncoordinated spatial dispersal of cen-

healthy urban transport options.

tral places of economic activities.

Fig.1 - A kid using a donated bicycle from BEN Namibia | Fig.2 - Rickshaw traffic in India | Fig.3 - Mobility as driver for economic development (WBCSD 2004)

84 Part one - Theoretical framework

_Chapter five

Mobility as a driver of economic development (wbcsd 2004) Access to basic services

Movement of people

Create employement

mobility

Enhance distribution of goods and services

Access to information

Justifies where to invest

Enhance development Acheive objectives Improve well-being /3

In developing countries, the development of a

bicycle, with about 5% of metropolitan house-

efficient and affordable mobility system is very

holds, 8% in the metropolitan areas and 7% of

important in order to bring to an economic

rural areas.

and socio-cultural growth.

Mobility relies as one of the most important

According to the South African National

pillars of socio-economic development because

Household Travel Survey (2005) there are

it enable people to access to education (97% of

some common themes that emerge among

children in South Africa walk to school in rural

transport issues of the poor. The first major

areas, spending about 2 hours a day for the

theme is a big difference between the rural and

trip), to job opportunities, to basic services and

metro/urban poverty experiences.

allows the distribution of goods and services.

Secondly, there is an overall pattern of decreas-

Developing countries should address this

ing accessibility with decreasing income. This

challenges using renewable energy as much

is particularly true in metropolitan areas and

as possible and encouraging sustainable way

calls for an integrated planning approach to

of moving, not following the same patterns

public facilities especially.

of western countries that now have to face a

Vehicle ownership by the poor is very low and

urgent shift in their production and consump-

the most commonly held vehicle is the

tion model.

Part one - Theoretical framework

Cape Townâ&#x20AC;&#x2122;s transition towards sustainability

An heavy legacy: from apartheid planning to World Design Capitalâ&#x20AC;&#x2122;s policies

The first evident characteristic in terms of

city bowl, where the businesses and the job op-

urban environment is that the city life still has

portunities are located; the lack of interaction

to cope with the consequences of the apartheid

between different communities, often isolated

planning and its social and cultural division

from each others and still suffering from the

shape everyday lives and the way of moving in

class-legacy; the safety issues related to public

the city. The consequent problems of this spa-

transports, driving habits, walking and cycling

tial division are the difficulties related to long

in sparsely attended roads.

distances between residential areas and the

More than half of the population in Cape Town

_Chapter five

does not have access to a private car and 30% of residents lives below the poverty line, even if the city represents the engine of the Western Cape economy and most of regionâ&#x20AC;&#x2122;s industry is located within the metropolitan area. But the lack of access to affordable mobility for townshipsâ&#x20AC;&#x2122; residents is also one of the main reasons of high level of unemployment.

ONE CITY, TWO FACES Fragmented as a result of colonial and Apartheid policies and segregated planning, many facets of the fabric of Cape Town have been dispersed. Two CBDs reflect the disparity: on the left the downtown of the Central City; to the right, the township of Khayelitsha.

3.8 million population 30% of the population lives

below the poverty line

21% unemployment

carbon footprint is 7.8 tonnes per

person /2

/1 /3

Fig.1 - Cape Townâ&#x20AC;&#x2122;s highways to the CBD | Fig.2 - Traffic in the township | Fig.3 - One of unfinished highways in the city centre | Fig.4 - The N2, which divides the communities and confines with Khayelitsha

88 Part one - Theoretical framework

_Chapter five

The first significant characteristic in Cape

of the current (public) transport system.

Town’s landscape is the high demand for low

A rural transport development programme,

cost mobility, affordable to all residents.

which has been informed by an extensive

Even though only 45% of the population

process of consultations, forms the locus of

(Western Cape) owns a car (and among those,

non-motorised transport and intermediate

86% are white), the status symbol of the car

means of transport development.

still has an important role in the cultural iden-

The transport policy goals and planning

tity of most communities.

principles have tended to focus on motorised

Owning a car represents financial prosperity

modes and regarded non-motorised modes

and is still related to higher class distinction,

as backward and inefficient and, as a result,

becoming people’s ambition to be successful to

these modes were deemed suitable mainly for

society’s eyes.

recreational activities.

The other face of this problem is that safety on

In this scenario, bicycles are often seen as the

roads and inadequacy of infrastructures make

“poor” mean of transportation, and invest-

walking and cycling unsafe and the decreasing

ments in transport infrastructure that cater to

efficiency and reliability of public transport

the need of the users of private motor vehicles

affect the poor the most but the increasing

still represent the majority of the cases.

levels of air pollution and congestion hampers

This insufficient public transport systems limits

economic vitality and quality of life in general

and affects the development of human capital

time issue and traffic congestion.

[with regard to access to education resource

Transport planners and resource allocation

centres, public services and access to mar-

methodologies, (cost/benefit analysis) tend to

kets] and the facilitation of income generating

look at“vehicle accidents’ as statistics versus

activities.

the sustainability approach, which considers

Sustainable urban transport policies have to

‘how many lives are lost’ or “how many people

address such imbalances, which has immediate

are disabled” and how to make the latter part

relevance for alleviating social inequity.

Part one - Theoretical framework

The minibus taxi industry is today the most

The mobility system in Cape Town city centre

critical pillar of south African public transport

improved a lot thanks to the great investment

sector. Not only is it the most available mode

for the World Cup 2010, while in the low-in-

of transport, it is also the most affordable to the

come suburban areas it is quite unreliable.

public. The minibus taxi industry emerged in

Cape Town’s Integrated Rapid Transport (IRT)

the wake of the apartheid government’s policy

System has a strong emphasis on non-motor-

of economic deregulation, initiated in 1987.

ized transport (NMT) and by 2023, see a net-

From the early 1980s onwards, taxi operators

work of bus, taxi, rail, pedestrian and bicycle

began using larger ‘kombi’ minibuses that

paths will roll out across the City.

could carry up to 15 passengers. Until formal

Looking forward to 2014, when Cape Town

deregulation in 1987, such taxis were illegal.

will be World Design Capital, there are many

Nowadays the industry consists of approxi-

improvements on the government’s agenda and

mately 150 000 public minibus taxis, used by a

they are paving the path towards a sustainable

very large amount of the population.

and liveable city. Black African

1,5% Black African

Indian or Asian

0,7%

0,6%

1,8%

9,8%

White

White Coloured

27,8%

79,6% White

By minibus

33,8%

0,9%

12%

8,9%

By car

By bicycle

Black African

Indian or Asian

11,2% Indian or Asian

63,8%

Coloured

0,8%

Coloured

15% 9,8%

3,1%

White

White Indian or Asian

Indian or Asian

17,8%

Black African

On foot

4,5%

46,1%

11,9% Coloured

36,7%

3,2%

By train

33,5% Coloured

Indian or Asian

11,1%

By bus

7,2%

Black African

20%

Black African

10,4%

Coloured

7,7%

Cape Town is experiencing a remarkable shift towards a cycling culture and many of the challenges the city presents can be addressed in promoting this sustainable way of moving. It is also true that the city hosts the biggest cycling race in the world, the Cape Argus Pick

and Pay Cycle Tour, and that especially in the last year a big community of bicycle enthusiasts are paving the way towards a more bicycle friendly city with many initiatives like #moonlightmass, Sunday Shootout, CycleLinks etc. Even though the process is long and complex, Cape Town is definitely getting ready to lead the way of African cities towards sustainability.

Fig.1 - Data about Capetonians commuters from the Household travel Survey, DoT 2005 | Fig.2 - One of the new BRT buses in the city centre | Fig.3 - A very new service, the tik tok taxis in Sea Point | Fig.4 - The minibus taxi station in Cape Town

_Chapter five

Part one - Theoretical framework

Bicycling Empowerment Network (BEN) The internship experience

The Bicycling Empowerment Network (BEN) South Africa is a Civil Society Organisation for public benefit established in Cape Town in 2002.

The main mission of BEN is to address poverty and mobility through the promotion of the bicycle in all its forms, encouraging South Africans to ride more often and for more reasons, in order to enhance an environmentally sustainable active mobility.

Import used utility bikes

The main aim of BEN is to address poverty

alleviation and facilitate the accessing of opportunities through delivery of bicycles,

Distribute bikes to low income areas

imparting of skills and creation of employment. Their activity consists in importing new and used (donated) bikes from China and Europe, distributing them in low-income and disadvantaged areas. They work mainly with schools, NGOs and health care groups to address their transport need, training them in roadâ&#x20AC;&#x2122;s safety, skills and supporting them with travel patterns and safe routes to school/work.

Train in safety, skills and culture

_Chapter five

Support community bike workshops

In 2012 BEN celebrated 10 years of bicycle activism, during which 34 containers mainly from UK, Germany and Netherlands have been imported and more than 13000 bikes have been distributed.

An important activity is related to the lobbying and advocacy for safe bike path networks. Working towards the implementation of bike lanes and paths and secure bike facilities is done in collaboration with the National Department of Transport (NDoT) through

Advocate bicycle infrastructures

municipality substructures. This process is helped largely through the input of many BEN Board members. In ten years many important goals have been reached in different south African cities, designing Bicycle Master Plans, working closely with the Department of Transport (Shova Kalula program), organising workshops to establish bicycle safe infrastructures, linking

Inform policy development in Mobility

planning and distribution projects.

Part one - Theoretical framework

Andrew Wheeldon

Managing Director

Trevor Knowlden

Louis de Waal

Chairman

Lynn Streit

Events/communication

Beverly Roode

Outreach Manager

Rufus Norexe

the team

Part-time Mechanic

Yvonne Tripod

Financial Management

Training Manager

Janine Johnson Stock & Admin Manager

Naym Moltie

Eastern Cape Manager

a particular development model: bicycling empowerment centres

In the past ten years, seventeen Bicycling

BEN facilitates the accessing of opportunities

different spots of Cape Town greater metropol-

through delivery of bicycles, imparting of skills

itan area.

and creation of employment.

Those independent projects gave the opportu-

The containers with the imported bikes

nity to unemployed people, passionate about

are converted into workshops are set up in

making a difference in their communities, to

different areas where there is a great need for

start their own business and alleviate in this

reliable but cost-effective transport. These are

way their poverty conditions.

then stocked with these bikes, and tools, and

Training and job creation initiatives teach

the project commences with the training of the

individuals to think creatively about jobs and

project team, preferably those from previously

entrepreneurial projects, linking the many uses

disadvantaged sectors.

of the bicycle to income generation activities.

Empowerment centres have been created in

/1 /2

Fig.1 - BEC owner | Fig.2 - Mister Bean and his BEC, with Atang and BEN staff | Fig.3 - Another view of a BEC, with tools and repaired bicycles

_Chapter five

Fig.1 - Preparation of the Think Bike racks proposal | Fig.2 - Prototyping of possible locations in the CBD | Fig.3-4 - Design proposal with sustainability details and statistics to support the proposal

Part one - Theoretical framework

From March to July 2012 I was involved with BEN as I did my internship with them and our collaboration kept going until November, when /1

I left South Africa. As personal and human experience, I had the opportunity to be involved in many projects and discover many realities very different from the one I come from. Since the very beginning Andrew Wheeldon, BENâ&#x20AC;&#x2122;s managing director, gave me the privilege

to participate actively in all the initiatives he was focusing on, learning very quickly how Cape Townâ&#x20AC;&#x2122;s mobility context works, which actors are relevant, which problems must tackle and which bureaucracies should deal with. Among the different projects, I worked for a bike racks proposal for the City of Cape Town.

I teamed with two industrial designers, helping them in the concept design and preparing a motivation aligned to broader principles of sustainability and how to contribute to cycling infrastructures. We spotted different locations in the city bowl and prototyped how the infrastructures should be placed, collecting those suggestions with relevant data and statistics

that could help in sustain our motivation.

I had the opportunity to be involved in many events concerning the advocacy and lobbying for bicycle infrastructures and sustainable mobility promotion (see Bicycle Cape Town and Better Together cycle tour chapters). I participated in official meetings with the Trasport Department of the City of Cape Town, worked with the design studio ...XYZ to

introduce a modular bicycle and a new model to support mobility and entrepreneurship in low-income areas. The main activities however were focused to the supporting of the sustainable mobility project in Lavender Hill and its scaling-up. For this reason I spent most of the time in the township, working closely with the Imfundo

Cycling Club, Fagodien and the kids, not only to test the vehicle prototype and the service, but mainly to diffuse and teach sustainability in the community. Those days spent in Lavender Hill, and cycling all over the Cape Flats, discovering places and meeting people in their houses, participating in their daily activities, was definitely the most interesting part of the experience, on a working but especially on a personal level.

Fig.1 - Participation with BEN team to the Deutsche Bank Urban Age Award | Fig.2 - Meeting with Roelf Mulder from ...XYZ Design for the modular bicycle | Fig.3 - Cycling in the Cape Flats areas

_Chapter five

/1 /3

/2 /4

Fig.1-2 - Launch with the people from the community | Fig.3-4 - Enjoying my time with Fagodien and the kids | Fig.5 - The guys showing me some gangster moves | Fig.6 - Cycling on a Saturday with the Imfundo Cycling Club | Gig.7 - Group picture with the Imfundo guys and Fagodien

98 Part one - Theoretical framework

_Chapter five

100

Project background

part two

101

102

Part two - Project background

_Chapter one

mulo system A family of vehicles for Urban Mobility for Labour purpOses

the SYSTEM: an open project MULO System (system for Urban Mobility for Labour purpOses) is a family of light working vehicles for urban contexts powered by solar, electric and human power, convertible in four variants: freight transport, people transport, green areas maintenance and hawkers. The first version of the vehicle was prototyped in 2009 by the high school IPSIA â&#x20AC;&#x153;A. Ferrariâ&#x20AC;? Maranello in collaboration with DIS (Design and Innovation for Sustainability) unit of research of Politecnico di Milano on the base of a design by Fabrizio Ceschin (Design Master thesis).

Fig.1 - The Mulo prototype and its possible application in urban contexts: for postal service, food delivery, taxi, green areas maintenance and streets vendors

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Part two - Project background

The Mulo system can be adapted to different

ped in collaboration with universities in differ-

uses and contexts, for the transportation of

ent contexts, as well as local companies, NGOs

people and goods, promoting a sustainable

and administrations: the common and shared

mean of transport powered by human and solar

goal is to diffuse sustainable mobility systems

power.

through the activation of various pilot projects,

Since 2009, Politecnico di Milano has acti-

intended as “lab” and “windows”, i.e. agent for

vated four different master thesis to promote

sustainable change.

sustainable mobility through the design of a

The idea is to cooperate with universities and

system and the related vehicle, adapted from

local manufacturers in order to share knowl-

the original version designed by Ceschin.

edge and develop skills for manufacturers to

The Politecnico di Milano-DIS promotes Mulo

grow professionally and economically and

project as an open project that can be develo-

giving new job opportunities, satisfying the

Milano

Basanti-India Burkina Faso

Zambia Rio de Janeiro

Cape Town

_Chapter one

needs of mobility in a specific context. Another important feature of the projects is the local manufacturing of the vehicles, sustaining entrepreneurship and self growth. DIS, offering design consultancy and knowl/1

edge availability, adopt the system sustainability approach which means designing the stakeholder interactions that continuously look for both socio-ethical and eco-efficient new beneficial solutions.

1 - RASMIZ: a PSS for vegetableâ&#x20AC;&#x2122;s transportation in Zambia, in collaboration with University of Zambia (2007-2008) 2 - FARKA: a PSS for drinkable water transportation in Burkina Faso, with the collaboration of Polytechnique de Bobo-Dioulasso (2007-2008) 3 - KANGA: a system for disabled studentsâ&#x20AC;&#x2122; transportation in Cape Town, in collaboration with CPUT (2008-2009) 4 - CICLO: a PSS for the collection of separate waste in Rio de Janeiro, in collaboration with PUC Rio. (2012)

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Part two - Project background

Mulo in South Africa

A sustainable mobility system in Cape Town’s disadvantaged areas

The first concept adopting the Mulo system in South Africa was Kanga, with a concept vision of a sustainable, long lasting and branching system design for the transportation of learners with disabilities in suburban areas around Cape Town. Aimed to be part of the “Education for All by 2015” campaign, the project’s intentions were to design locally based solutions for the excluded people, building a network of actors in order to achieve a sustainable transportation system with the priority of transporting disabled students to go and come back to the school in the suburban areas of Cape Town.

The original Mulo vehicle has been redesigned and adapted to this purpose, involving local industries and resources. This project represented a starting point in the evolution of a system of thesis, researches and many partners and actors were involved in this process, aiming to promote sustainable mobility system in Cape Town. As part of a transition toward sustainability, all the activities undertaken in designing the strategy of action, defining the network of stakeholders and finding a proper environment

Fig.1 - Fagodien on the vehicle during the launch event | Fig.2 - Emanuela Delfino and SIlvia Remotti, the designers from Politecnico together with the people from BEN and BEC at the launch event

106

_Chapter one

to implement and spread the innovation should be seen as part of a process which is not concluded yet. In fact, this four year (so far!) case-study could be analysed as an important strategic design experiment, useful to better understand designing in low-income and developing contexts, the barriers encountered in spreading the innovation and the opportunities born from them. Local associations

Bicycling Empowerment Network

BEC Bicycle workshops

Shonaquip

Awol & Tours turistic agency

Production and Service Design partnership

City of Cape Town Municipality

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Part two - Project background

evolution of the transition path

Project story Incubation

Experimentation

Scaling-up

Formalise project and action plan. Build up project network

Set up small scale experimentations in collaboration with RLabs and Impact Direct

Implement the mobility service for disabled and elderly people in other suburban areas

September 2009

Vision Implement the mobility service for tourist transportation in the city centre, green area maintenance, post delivery

Implementation of mobility services for disabled and elderly people in the suburban areas and set mobility services: for tourists, post delivery, green area maintenance.

September 2010 Providers

evolution of the actorâ&#x20AC;&#x2122;s network

Promoters

First project workshop

evolution of activities

108

Start of the vehicle production

_Chapter one

Incubation

Experimentation

Scaling-up

Formalise project and action plan. Build up project network

Set up small scale experimentations in collaboration with RLabs and Impact Direct

Implement the mobility service for disabled and elderly people in other suburban areas in synergies with the public transportation system

April 2011

Vision Implement the mobility service for tourist transportation in the city centre, green area maintenance, post delivery

Implementation of mobility services for disabled and elderly people in the suburban areas (in synergy with the public transport company) and set of others: tourist transportation, post delivery, green area maintenance.

May 2011 Promoters

Workshop with Cape Town Municipality and BEN bikes

Providers

Design of the socio-technical experiment in Bridgetown

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evolution of the transition path

Part two - Project background

Incubation

Experimentation

Scaling-up

Formalise project and action plan. Build up project network

Service and vehicle test in Bridgetown in collaboration with RLabs and Impact Direct

Implement the service for disabled and elderly people in other suburban areas in synergies with the public transportation system

Set up small scale experimentations in Lavender Hill in collaboration with BEN bikes

Vision Implement the mobility service for tourist in synergies with tourist companies (e.g. Awol Tours)

August 2011 evolution of the actorâ&#x20AC;&#x2122;s network

Promoters

First experiment: Bridgetown

evolution of activities

110

Providers

Intermediary users

Implementation of mobility services for disabled and elderly people in the suburban areas (in synergy with the public transport company) and for tourists and commuters in the CBD

_Chapter one

September 2011

Vehicle ready for testing

October 2011

Launch event: Lavender Hill

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Part two - Project background

project vision

incubation phase pss concept vision

Incubation phase

Socio-technical experiment phase

Scaling-up phase

pss concept vision

Incubation phase

Socio-technical experiment phase

Scaling-up phase

Incubation phase

pss concept vision

The starting point of the project was the PSS concept developed by Hazal Gumus, one of

the three master thesis activated on the Mulo

Incubation phase

Socio-technical experiment phase

Scaling-up phase

The first concept vision was a mobility system based on light vehicles moved by solar, electric and human energy, to connect disabled people homes to the nearest public transport stops, or to the local schools, hospitals etc. within the city of Cape Town. pss concept vision

Socio-technical experiment phase

Scaling-up phase

pss concept vision

Incubation phase

Socio-technical experiment phase

Scaling-up phase

pss concept vision

The incubation phase started with a workshop held at Cape Peninsula University of Technology in Cape Town in September 2009.

Incubation phase

Socio-technical experiment phase

Scaling-up phase

The team from Politecnico di Milano illustrated

system.

Incubation phase

pss concept vision

Socio-technical experiment phase

Scaling-up phase

pss concept the project vision and a draft of the action vision plan.

The meeting/workshop was aiming to define the project vision, extending the mobility Incubation phase

Socio-technical experiment phase

Scaling-up phase

service to elderly people and adding a possible cooperation with the municipality for green area maintenance and post delivery. The stakeholders defined their roles: Shonaquip would have produced the vehicles keeping the

In this hypothesis the producer of the vehicle is

ownership but providing the service and Rlabs

Shonaquip and, offering an integrated mobility

and Impact Direct Ministries declared their

service (pay-per-function base) it acts also as

interest in becoming the service manager of

service provider.

the PSS.

PSS promoters: CPUT Cape Peninsula University of Technology, with the leading involvement of Industrial Design

_Chapter one

lecturer Mugendi M’Rithaa, was in charge of

Shonaquip delivered the prototype of the vehi-

the redesign of the vehicle through the master

cle in September 2010.

research of industrial design Guillame du Toit.

IMPACT DIRECT MINISTRIES

Mugendi was also in charge of managing the

Impact Direct Ministries is non-profit com-

network of stakeholders.

munity based organisation operating mainly

POLIMI

in Cape Town since 2001. For many years its

The Unit of Research Design and system

members served the local community through

Innovation for Sustainability (DIS) of INDACO

projects related to substance abuse, youth

department started the project and continued

development, work with seniors citizens etc.

to constantly give its support. Professor Carlo

Their mission is to fulfil our responsibility

Vezzoli and PhD graduated Fabrizio Ceschin

through care and compassion, poverty allevia-

were involved in the redesign of the prototype

tion and community development.

and in the funding and sponsors research.

RLABS

Silvia Remotti and Emanuela Delfino, the two

Reconstructed Living Lab (RLabs) is a global

master students who designed the Sunride PSS,

movement and registered Social Enterprise

followed the project in 2010-2011.

that provides innovative solutions to address

SHONAQUIP

various complex problems. It creates an envi-

Shonaquip is a company based in Witteboom,

ronment where people are empowered to make

Cape Town that produces and commercializes

a difference in the lives of others. The main

wheelchairs and mobility aids for disabled peo-

“hub” is based in Athlone, Cape Town.

ple. It is a social enterprise, an organization that applies business strategies to achieving philanthropic goals. Shonaquip is committed to improving the quality of life of people with severe disabilities, especially in impoverished communities.

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Part two - Project background

PSS sponsors: IPSIA FERRARI

map of the offering Impact Direct Ministries and RLabs (service providers)

IPSIA “A. Ferrari” Maranello is a technical high

Shonaquip (producer and owner of vehicle)

Give access to mobility to

school focus on the design and the production of vehicles’ prototypes. They assisted in finding sponsorships for components (electric motor

Tourists

Disabled

and controller supply).

SOLON SOLON is one of the largest solar module manufacturers and a leading supplier of

within the city centre

within the townships

photovoltaic systems in Europe. SOLON has contributed to the project by supplying the photovoltaic panel for the vehicle. Politecnico di Milano and Shonaquip also sponsored the project with mechanical components (Polimi) and the frame structure and the

Companies and associations (e.g. BEC, Awol Tours, Municipality)

labour (Shonaquip).

BEN + vehicle company (e.g. Shonaquip)

Give access to mobility to

As previously said, the project was initiated with Hazal Gumus’s thesis (Kanga) in 2009 and carried out during 2010 and 2011 by two other Product Service System Designers, Silvia

Local businesses

Elderly

Disabled

Tourists

Remotti and Emanuela Delfino, who working closely with prof Carlo Vezzoli and PhD graduate Fabrizio Ceschin, designed and developed the concept of Sunride.

within the city centre

within the townships

_Chapter one

Evolution of the concept vision: Sunride

Impact Direct Ministries and RLabs (service providers) pss concept vision

Shonaquip (producer and owner of vehicle)

the vehicles. access to mobility BEN bikes Give in partnership withto Shonaquip (or

Incubation phase

Socio-technical experiment phase

another production company) will sign agree-

Scaling-up phase

new pss concept vision

ments with other companies (such as tourist Tourists Disabled companies, public transportation companies)

In order to make the service economically

Interested in renting the vehicles for improving

sustainable, the concept idea has been broaden

their services.

to the transportation of tourists and commut-

withinservices the within theto These will give access to mobility

ers around the city centre, creating in this way

people (also people with disabilities) both

a profitable business.

within the city centre and the townships (the

The idea was to offer a mobility system for

poorest suburban areas).

city centre

townships

elderly and disabled people in the townships

map of the offering

and for tourists within the greater Cape Town area (both city centre and townships). Furthermore, the actor network showed the

Companies and associations (e.g. BEC, Awol Tours, Municipality)

BEN + vehicle company (e.g. Shonaquip)

introduction of a new important stakeholder: Give access to mobility to

BEN bikes. The service offering is managed by partnership between the vehicles company manufacturer (e.g. Shonaquip) and the local NGO (BEN

Local businesses

Elderly

Disabled

Tourists

bikes): they keep the ownership of the vehicles and offer an integrated mobility service (on a pay-per-function base). The interested companies pay a monthly fee for the rental of the vehicles and Shonaquip with BEN bikes are in charge of the maintenance of

within the city centre

within the townships

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Part two - Project background

pss concept vision

Incubation phase

Socio-technical experiment phase

Scaling-up phase

socio-technical experiments phase pss concept vision

Incubation phase

Socio-technical experiment phase

Scaling-up phase

pss concept vision

up from the communityâ&#x20AC;&#x2122;s reaction, in particular from the pastor of Bridgetown who influenced the others on the inadequate aesthetics

Incubation phase

Socio-technical experiment phase

Scaling-up phase

of the prototype vehicle. This gave the opportunity to rethink the conpss concept vision

Two socio-technical experiments have been

cept vision and adjust the actorâ&#x20AC;&#x2122;s network, in-

set up by Silvia Remotti and Emanuela Delfino

volving BEN bikes as primary service provider

during their experience in South Africa.

and key element of the system.

The first one was carried out in Bridgetown

Then, a second location to test the service was

suburb and the users selected were the group

found in the community of Lavender Hill, in

of elderly people from Impact Direct Ministries

the cape flats area.

and RLab, located in Athlone.

The service promoters identified a new service

The design of the socio-technical experiment

provider, the BEC manager Fagodien Campher

started in May 2011 as a collaboration between

who also runs the Imfundo Cycling Club with

CPUT, Polimi, Impact Direct and RLab to test

about 30 kids living in the area.

the service for the transportation of the elderly

Those who will mainly benefits of the Sunride

of Bridgetown community, from their homes

transportation service are: the elderly, sick and

to Impact Direct Centre for the weekly

disabled from Lavender Hill community, and

activities, from the main bus stop to Impact

local organisations who can rent the vehicle for

direct Centre and from their home to the place

the transportation of their employees.

of main interest of the neighbourhood.

In September 2011 the vehicle was finally ready

The socio-technical experiment was designed

to be tested and the following month an event

to act as a LAB and as a WINDOW and it was

to present and promote the service was organ-

presented to the possible users and explained

ised at the BEC, with the participation of locals,

to the future service providers (RLabs).

people from CPUT, from Shonaquip and BEN

Nevertheless, some unexpected barriers came

members.

Incubation phase

Socio-technical experiment phase

Scaling-up phase

Incubation phase

Socio-technical experiment phase

_Chapter one

Scaling-up phase

pss concept vision

Incubation phase

Socio-technical experiment phase

scaling-up hypothesis

Scaling-up phase

pss concept vision

Incubation phase

Socio-technical experiment phase

Scaling-up phase

pss concept vision

tourist tours both in the city centre and in the townships. This scenario seems to be the most promising

Incubation phase

Socio-technical experiment phase

Scaling-up phase

one as tourists are willing to pay more and

Sunride’s concept has envisioned different sce-

try different kinds of experiences during their

narios for the scaling-up of the innovation.

holidays. The fact that they are mostly foreign-

_Implementation of the pilot project

ers from Europe or USA it’s also important

First of all, the implementation of the pilot

because they are more sensitive to sustainable

project must be carried out is similar contexts

issues and definitely used to see electric vehi-

in order to make it economically sustainable.

cles, bicycles and use public transports in their

This scenario can follow the same path as the

own towns.

socio-technical experiment, using some of the

The scenario has been generated in order to

17 BEC as bases and their managers as service

be applied to a tourist agency, such as Awol &

organizers and could be supported by the pub-

Tours. The Mulo service would be an addi-

lic administration.

tional alternative service that the agency can

_Mobility for people in the CBD

offer to its client. Furthermore Awol Tours is

Another hypothesis was to use Sunride within

already partnering with BEN Bikes, and this

the city centre, both for tourists and locals.

relation could be a good connection to make

Since the public transportation system is not so

the tourists be aware and responsible of the

efficient and especially short distances in town

projects promoted by BEN (including Mulo

are not covered by any bus, the Mulo PSS could

PSS in low-income context) and promote the

satisfy this need a more interactive and sustain-

township tour where the BEC are located.

able mean of transport.

This scenario can be seen as an implementation

_Tourists tour

of the existing one, creating more profitable

The last scenario concern the use of the Mulo’s

activities and a more economically balanced

vehicles as a mean of transport for organizing

system.

117

118

part

119

three

Monitor and evaluation of the experiment

120

Part three - Monitor and evaluation of the experiment

_Chapter one

methods and tools From the System Design for Sustainability method to strategic design tools

The Method of System Design for

broad and integrated system of products,

Sustainability (MSDS) requires an approach

services and stakeholders, finding and promot-

and competencies linked to strategic design,

ing innovative configurations between them

developing a design path articulated in differ-

in order to give value, satisfy a given demand

ent phases: strategic analysis, exploration of

and/or needs and desires.

opportunities, system concept design, system

To sustain and spread the innovation different

design and engineeering and communication

tools can help in the design process, from the

of the project. A designer need particular skills

evaluation to the scaling-up of the experiment.

(see Chapter three), being able to operate in a strategic strategic analysis analysis

Gaining Gaining the information the information needed needed to facilitate to facilitate Analysis Analysis of the ofproject the project promoters promoters the generation the generation of sustainable of sustainable ideasideas and and scenarios scenarios Analysis Analysis of the ofreference the reference context context for system for system innovations innovations Analysis Analysis of the ofreference the reference structure structure Analysis Analysis of best of best practices practices Definition Definition of sustainability of sustainability design design priorities priorities

Fig.1 - Methods for System Design for Sustainability, Vezzoli 2010

exploring exploring opportunities opportunities Ideas Ideas generation generation oriented oriented to sustainability to sustainability Development Development of the ofsustainability the sustainability design design Orienting Orienting scenario scenario - vision/clusters/ideas - vision/clusters/ideas

system system concept concept design design Vision, Vision, clusters clusters and and ideasideas selection selection System System concept concept development development Env,Env, socio-et socio-et & econ & econ check check visualisation visualisation

system system design design and engineering and engineering System development: executive System development: executive levellevel socio-et & econ check visualisation Env,Env, socio-et & econ check visualisation

communication communication Multimedia reporting: overall qualities Multimedia reporting: overall qualities Multimedia reporting: qualities Multimedia reporting: sust.sust. qualities

Producing Producing a “catalogue” a “catalogue” of promising of promising strategic strategic possibilities, possibilities, i.e. ai.e. sustainability a sustainability design-orienting design-orienting scenario scenario and/or and/or a setaof set promising of promising ideasideas

Defining Defining and and designing designing one or one more or more system system concept concept potentially potentially sustainable sustainable

Developing Developing the most the most promising promising sustainable sustainable system system concept concept in a detailed in a detailed version version necessarily necessarily to itstoimplementation its implementation

Producing Producing the documents the documents for the forexternal the external communication communication of the ofsolution’s the solution’s characteristics characteristics (general (general characteristics characteristics but above but above all the all the sustainability sustainability ones) ones)

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Part three - Monitor and evaluation of the experiment

Analysis tools

experiment evaluation framework

and diffusion of the PSS innovation; the syner-

The experiment evaluation framework was

gies built with other actors, networks, projects,

used to monitor and evaluate the experiment

initiatives; the changes in actorsâ&#x20AC;&#x2122; behaviours,

and identify adjustments and adaptations.

practices, routine (e.g. in relation to future

The activities of monitoring and evaluation

potential users, governmental institutions,

include: the PSS innovation (technical and

etc.); the actors directly and indirectly involved

usability aspects, acceptability of the PSS by

in the experiment (their roles, behaviours,

the various social groups, etc.); the structural

expectations, conflicts and convergences).

obstacles that may hinder the implementation

The evaluation took place with a participatory

PSS technical aspects Customer satisfaction aspects Barriers and opportunities Sustainability

Experiment as Lab

PSS TECHNICAL ASPECTS PSS configuration

Experiment visibility Removal of barriers Involvement of new actors Changes in actors Synergies with other projects behaviours/routines

Experiment as Window

Experiment as Agent of Change

actions

Expectations Convergences and conflicts Roles

Actors Involved

actions

products services

actions

Actions to be undertaken on experiment

Actions to be undertaken on project vision

Actions to be undertaken on transition path

Actions to be undertaken on actor network

_Chapter one

in providing informations, feedbacks and in

Actors map: monitoring the stakeholders network

taking part in analysing and reflecting on the

During the evaluation and implementation of

evaluation results.

the project the actors map tool was continu-

Starting from those results, the aim is to

ously used to support the management of the

identify the actions to be undertaken, for each

project network, visualising the project pro-

monitored element a digital post-it can be used

moters, other stakeholders involved, and the

to write down the actions. In this way, through

ones that potentially have an influence on the

a learning-by-doing approach the project

project and should be involved in the future.

approach, involving all the different actors

vision and the action plan can be adapted.

Customer

Community group

Public institution

Public institution NGO

Company

Academia

Media/press

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Part three - Monitor and evaluation of the experiment

context opportunities and barriers map

barriers, and how to respectively exploit and

is a tool to be used to think about the project

overtake them, to discuss vision and action

vision and the action plan in relation to the

plan, to identify conflicting issues and possible

socio-technical context in which the PSS inno-

alternatives. This tool is generally used for the

vation should be introduced. This is done

incubation phase but it was useful to better

in relation to different domains (technology,

understand what were the barriers encountered

socio-economic, cultural, policy, geographical

in the socio-technical experiment and how to

ones).

deal with them, knowing the wide spectrum

In other words it is a tool to stimulate actors to

of domains that influenced the results of the

think about the context opportunities and

experiment.

How to seize opportunities and deal with barriers Opportunities and barriers

How to seize opportunities and deal with barriers

Actions

The context opportunities and barriers map

Opportunities and barriers

124

_Chapter one

125

key issues and alternative options map

key issues and alternative option in relation to the previous scaling

The key issues and alternative options map is a Actions

tool to be used to discuss the project vision and action plan with stakeholders, and to identify conflicting issues and possible alternatives. Alternatives

In other words it is a tool to stimulate actors to think to the project vision and the transition strategy from their point of view, and identify

Issues

major points of agreement and disagreement. Moreover it stimulate to think, propose

Id m en fix

and discuss potential alternatives in relation to the conflicting issues emerged. Very similar to the context opportunities and barriers map, the tool consists in a map made up of: - three concentric circles (critical issues, alternatives, and actions); - six sections, one for each of the domains taken in consideration (technology, socio-economic, cultural, policy and geographical).

key issues and alternative options map in relation to the previous scaling up hypothesis

cussion moves to understanding which are the potential alternatives to the identified conflicting issues, and which actions are required by each alternative.

Alternatives

used to write down these issues. Then the dis-

Issues

Identify critical issues. Digital post-it can be

Actions

For each domain participants are asked to

Identification of mechanicals and engineers able to fix the problems

Part three - Monitor and evaluation of the experiment

Steering tools

scaling-up strategies The strategies to increase the momentum of the PSS innovation and start to influence the socio-technical regime were mainly related to the organisation of meetings and workshops to diffuse the promising ideas and stimulate innovative solutions, linking different initiatives

and involving relevant actors. To disseminate the innovation and give visibility to the project, some workshop around the mobility theme have been organised and a participatory approach have included of a great number of enthusiasts, potential actors and

influential people from media, government and associations.

Link and connect it to other projects/initiatives It was important to build-up a network/coalition at a city level in order to get feedbacks and suggestions, share experiences and develop

a common agenda with projects that could directly influence the embedding of the innovation. Some tools like questionnaires, mind maps, posters for comments were used during those meeting/workshop to stimulate people in participation and generation of ideas.

Fig.1 - Brainstorming during a workshop | Fig.2 - Output from the collection of ideas and needs from the community | Fig.3 - Participatory approach and active involvement | Fig.4 - Collection of data, suggestions and details

126

_Chapter one

transition path canvas

The transition path canvas is aimed at stim-

In particular it was used to identify the main

ulating the generation of ideas about the

steps between the current situation and the

action plan to support the introduction and

future envisioned one, to generate ideas and to

scaling-up of the PSS concept vision, defining

identify the actors needed and the roles they

actions to be undertaken in each phase.

have to cover to implement the PSS concept.

SOCIO-TECHNICAL EXPERIMENT PHASE

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

3 - Involve actors in strategic discussion

...of the network of actors

actions

objectives

INCUBATION PHASE Set-up the conditions for a successful societal embedding

Design and implemnent a sequence of socio-technical experiments

SCALING-UP PHASE Move from experimentation to mainstream

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

14 - Adjustment of the sustainable PSS concept vision

...of the transition path strategy

10 - Design strategy to support the scaling-up

...of the transition path strategy

...of the network of actors

11 - Involve actors in strategic discussions

...of the network of actors

7 - Implement socio-technical experiments

12 - Implement actions to support the scaling-up

8 - Monitor and evaluate socio-technical experiments

13 - Monitor and evaluate the scaling-up process

IDEA IDEA

IDEA

IDEA IDEA IDEA

Define clearly the objectives and the expectations of each phase

IDEA IDEA

IDEA

Brainstorm on the actions following questions like: - how experiments are protected from the environment? - which existing projects and initiatives can be linked with the experiment? - how to create interest around the experiment? - how to influence contextual conditions in order to favour the societal embedding process?

IDEA

actors

IDEA

University

Company

IDEA

NGO

Institution

Community

University Company

Company

For each action identify the corresponding actor(s) and their roles

127

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Part three - Monitor and evaluation of the experiment

at times it was a place of violence. but mostly it was a place of love, tolerance and kindness, a place of poverty and often of degradation, but a place where people had the intelligence to take what life gave them and give it meaning. (from â&#x20AC;&#x153;Lost communities, living memories - Remembering forced removals in Cape Townâ&#x20AC;?)

_Chapter two

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Part three - Monitor and evaluation of the experiment

131

_Chapter two

activities in lavender hill Actions undertaken on the socio-technical experiment to start the service and evaluate the pilot project

repair and redesign of the vehicle The first visit at the BEC in Lavender Hill took place in March 2012 and even if I was aware of the technical problems related to the vehicle, I found it in very different conditions from the expectations (relative to the pictures from the launch event in October 2012). As the two previous colleagues had already re-

ported, the problems were related to the lack of communication between designers (Guillame du Toit and Polimi team) and manufacturers (Shonaquip) and the unskilled labour had difficulties in building the prototype as it was the first time for them to do this kind of work. Furthermore, Fagodien and his collaborators

didnâ&#x20AC;&#x2122;t take much care of the vehicle for months and some parts were also missing. The first plan was to contact Shonaquip and ask them to help in fixing it, also because they were aware of the problems, but they replied saying that they could not afford to spend more time and money for the project and Guillame pointed out the only solution was to convert the vehicle in a three wheels pedicab. The solution was then to try to solve the problems without turning upside down the original

Fig.1-2-3 - Details of the technical problems of the vehicle: the steering, the driverâ&#x20AC;&#x2122;s seat and the connection with the steering; the chain (missing in the picture)

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Part three - Monitor and evaluation of the experiment

design. The main identified problems were: the hard steering, the drive train, too long and difficult to use, the suspensions and the wheels which are not appropriate for those roads in Lavender Hill, the break system and the long /1

and inappropriate chain which was coming off every time we tried to use the vehicle. Following Andrewâ&#x20AC;&#x2122;s suggestion, we contacted BMC (Bicycle Maintenance Centre), a workshop/shop specialised in fixing and building bicycles, located in Woodstock (CT). The vehicle was then transferred to their head

workshop and we started together the its redesign, following Fagodienâ&#x20AC;&#x2122;s suggestions and with the help of a mechanical engineer. The process was not easy and it required quite a long time, during which many components were substituted (track hub, wheels, chain,

brakes, gear cable etc.) and some major modifications were carried out mainly in the drive train, the frame and the chain section. The vehicle was collected from BMC and took back in Lavender Hill in July 2012.

_Chapter two

133

Once the vehicle was back to Fagodienâ&#x20AC;&#x2122;s BEC, we were ready to test it and start the service. Again some difficulties were encountered due to other technical problems that came out once the vehicle was back on the road. For different weeks the starting of the service was delayed due to these difficulties and the lack of expertise was a determinant factor for the slowness of the process.

Fagodien showed several times his willingness to help how he could, even if he was very busy with his business, but it was necessary to contact BMC mechanics again to come back in Lavender Hill and work on the vehicle. Meanwhile, I designed and delivered to Fagodien the notebook of the service organiser, to help him in managing the vehicle bookings and the requests of transportation.

// 4 6

Fig.1-2 - The vehicle is moved from Lavender Hill to Woodstock BMC | Fig.3-4 - The BMC team test the vehicle on the road | Fig.5-6 - Fagodien is ready to start the service with his organiserâ&#x20AC;&#x2122;s notebook

starting the service

Fig.1-2 - Testing the vehicle in the community and identification of the drivers | Fig.3 Fagodien organising its service book with his others documents | Fig.4 - The kids helping in fixing the chain | Fig.5 - Service testing with some people

134 Part three - Monitor and evaluation of the experiment

_Chapter two

a continuous testing and improving

During my visits in Lavender Hill I was always helped by all the kids from the Imfundo Cycling Club, who drove me in the community, helping with road traffic and technical issues of the vehicle. During the months spent there we kept testing and fixing the prototype and we had the opportunity to experiment the taxi service in the community. We collected general positive feedbacks and raised interest from a lot of potential users (see analysis part) even though we encountered some difficulties due to road infrastructures, heavy traffic and safety /4

problems related to weather conditions (wind).

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Part three - Monitor and evaluation of the experiment

Fig.1-2 - Promotion in the neighbourhood and in Retreat clinic | Fig.3 - The flyers were designed both in English and Afrikaans | Fig.4-5 - Distribution of flyers from the vehicle in Lavender HIll community

promotion in the community

The first event to promote the service in the community took place in October 2011 and for many months the vehicle was not ready to use and the inhabitants of Lavender Hill did not have any chance to be updated on the project’s status. For this reason was important to continuously /1

give visibility to the project, even when we were only testing the vehicle or when I was just spending time there. An important role is covered by the network related to the Imfundo Cycling Club and Fagodien is a well known and respected representative of the community. Every day the kids, but also their parents and other people from the surrounding neighbourhood, come to visit Fagodien’s BEC and they were very useful

in giving indications, introducing me to their families, assisting me in the visit to local associations and NGOs (Retreat clinic, Mother’s United NGO, Philisa Abufazi NGO, Lavender Hill High School). The main obstacle encountered here was the difficulties of communication: most of the coloured community speaks Afrikaans and

even if they all understand English, most of the

_Chapter two

time they prefer to talk in their first language. Since I could not find any social worker or person with experience in those contexts willing to help me, I had to ask to some kids and some people of the BEC to constantly help me and assist me in the promotion activities. This of course delayed most of the planned work as I was dependant on their schedules. Nevertheless some promotional material with contacts and indications was designed and distributed in the greater community of Lavender Hill and Retreat, from the train station to the clinic and to people on the streets. The flyers were designed both in Afrikaans and English language. It must be underlined that it was important to show people the vehicle and get them try it, explaining the

sustainability and economic benefits and especially stressing on how the empowerment of young people from the neighbourhood can benefit them and the community as a whole.

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Part three - Monitor and evaluation of the experiment

evaluations and considerations

In order to evaluate the experiment I took into

value to the involved stakeholders?)

consideration all the different aspects, from the

EXPERIMENT AS A WINDOW:

technical ones (Lab) to those related to visibil-

- Experiment visibility (Is the experiment

ity and influence to the regime (experiment as

brought to notice to potential relevant actors?

a Window and Agent of Change).

Does the communication strategy need to be

In particular, using the techniques of shad-

changed/improved?)

owing and informal interviews, the following

- Involvement of new actors (Does the experi-

questions were used to orientate the evaluation:

ment engage new actors?)

EXPERIMENT AS A LAB:

- Synergies with other projects/initiatives

- PSS technical aspects (Is the PSS configura-

(Does it bring to strength synergies with other

tion properly structured to deliver satisfac-

similar projects? Which kind of cooperation

tion? Is there any critical issue? Is the vehicle

activities are developed?)

properly developed/designed? Is the service

EXPERIMENT AS AGENT OF

working from a technical point of view?)

CHANGE:

- PSS customer satisfaction aspects (Are the

- Removal of barriers (is the experiment

customer satisfied? Which elements could be

removing regime barriers? Which kind of

improved?)

support is needed?)

- Barriers and opportunities (Is there any

- Changes is actors behaviours, practices and

implementation barrier related to the existing

routines (Is the experiment stimulating users

policy? Which opportunities? Is there any

to perceive a problem differently and reflect on

implementation diffusion barrier related to the

their behaviour and practices? Is it stimulating

existing infrastructure or related to geograph-

policy actors and local administrations, NGOs

ical issues? Is there any barrier related to the

and associations?)

socio-cultural dimension?)

ACTORS INVOLVED:

- Sustainability (Does the PSS provide the ex-

- Expectations (Are actorsâ&#x20AC;&#x2122; expectations

pected benefits? Does it provide economical

aligned? Is the experiment bringing to change

_Chapter two

actorsâ&#x20AC;&#x2122; expectations?)

to actually use it (and this is still an unsta-

- Convergences and conflicts (are there any

ble situation). Fagodien and the others from

convergences or conflicts among the actors?)

Imfundo Cycling Club were not willing to

- Roles (Are the actors satisfied with their

invest so much time in repairing it and my con-

roles? Do they want to modify them?).

stant presence was necessary to continuously stimulate them and assist in the maintenance.

The collection of feedbacks and suggestions

Furthermore the budget available from

was not an easy task due to several reasons.

Politecnico was necessary only to buy mechan-

First the continuous technical problems of

ical components and BEN had to cover all the

the vehicle, even after it was fixed by BMC

other expenses, which were quite high.

mechanics, keep delaying the starting of the

Andrew Wheeldon, BENâ&#x20AC;&#x2122;s manager, invested

service and only in the last weeks was possible

personally in the project because he saw its

Experiment as Lab

PSS TECHNICAL ASPECTS PSS configuration products

Experiment as Window

Difficult cultural acceptance of the service by the community: promote sustainable mobility in all its forms

Experiment as Agent of Change

Actors Involved

Identification of mechanics and/or engineers willing to help when needed

services The project manager has difficulties in being in charge of the service: identify another service organizer

Actions to be undertaken on experiment

Actions to be undertaken on project vision

Involvement of Philiza Abufasi NGO for the tourist tour to support local communities

Actions to be undertaken on transition path

Actions to be undertaken on actor network

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Part three - Monitor and evaluation of the experiment

potentiality and he really believed in it.

bulldozed to the ground.

In the future this won’t be possible anymore for

Nowadays the coloured community still suffers

several reasons: the system, following the sus-

from the consequences of forced removals and

tainability principles, should be economically

Lavender Hill in particular became a fertile

self sustainable and it should bring financial

ground for gangsterism and violence which

benefits to the actors; the dynamic of private

affect inhabitants’ every day life. To truly un-

investments and donations gives the project

derstand the culture and the struggle of those

a “charity” characteristic, it means that from

communities, lot of time and fieldwork are

Fagodien’s point of view and more in general

required and in my personal experience I could

from the service providers and community’s

only scratch the surface of the problems.

side, the project is seen as something initiated

Talking with the people in the community, the

by whites and foreigners (to generally give a

kids from the cycling club and their parents, I

label to the cultural difference) who want to

was able to better understand their problems

impose their solutions and expect the commu-

related to violence, homicides and sexual

nity to be thankful and to use them.

abuses and most of the time when I engaged

The main problems encountered in Lavender

with mobility and sustainability they replied

Hill were in fact related to societal and cultural

that actually bigger problems were affecting

issues that go beyond our superficial under-

their daily lives.

stand of the context.

Despite that, people are very positive towards

Lavender Hill is one of the most complex and

the future and they appreciate people from

problematic areas of the Cape Flats and its in-

other contexts and countries coming and en-

habitants can trace their roots to District 6, an

gaging with them, giving them the possibility

area in city bowl which was declared “whites

to have their say.

only” by the apartheid government in 1966.

Here following the collection of observations

Thousands of people were forcibly removed

and consequent actions to be undertaken on

and their houses, shops and memories were

the socio-technical experiment.

_Chapter two

Experiment as Lab

PSS TECHNICAL ASPECTS PSS configuration products services

Experiment as Window

Experiment as Agent of Change

Technical problems of the vehicle still need to be solved: - chain - battery - safety issue (no seatbelts)

Future prototypes have to be produced by skilled mechanics

Actions to be undertaken on experiment

Storage of vehicles is a problem for safety issues and weather conditions. BECs donâ&#x20AC;&#x2122;t usually have enough space in the containers. Need to find other locations for storage and/or other actors available

PSS TECHNICAL ASPECTS PSS configuration products services

Actions to be undertaken on actor network

Observations and analysis of the experiment as Window.

Experiment as Window

Experiment as Agent of Change

The experiment stimulates community to perceive problems differently but the long term benefits are not a priority.

The project attracts the interest of other NGOs and associations but only in the surrounding area. Need to expand the network in the other communities in the Cape Flats.

Actions to be undertaken on experiment

Due to technical problems the vehicle is not fast and efficient enough to completely satisfy customers

Actions to be undertaken on transition path

Actions to be undertaken on project vision

Observations and analysis of the experiment as Lab

Experiment as Lab

Actors Involved

Actions to be undertaken on project vision

Actors Involved

Government starts to see the importance of these kind of projects and the multiple uses

Imfundo Cycling Club is getting a lot of attention in the last year. Need to create synergies with media interested in kids and cycling.

Actions to be undertaken on transition path

Local communities are curious and interested

Actions to be undertaken on actor network

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Experiment as Lab

PSS TECHNICAL ASPECTS PSS configuration products services

Experiment as Window

Experiment as Agent of Change

Road infrastructures, distances and safety regulation are barriers for implementations. Need to be constantly active in demanding improvements

The experiment is not economically sustainable without the help of external actors

Need to introduce a platform to raise fundings and involve new actors who could be relevant for the scaling-up

Actions to be undertaken on experiment

Evaluate the economic impact of the experiment in a long term base and provide feedback to local administration

Actions to be undertaken on project vision

PSS TECHNICAL ASPECTS PSS configuration products services

Experiment as Window

The project manager canâ&#x20AC;&#x2122;t be the same person of the BEC manager

Involvement of the Western Cape Government

Actions to be undertaken on experiment

Actions to be undertaken on transition path

Institutions are starting to perceive the mobility problem in a different way

Actions to be undertaken on actor network

Observations and analysis of the actors involved in the system

Observations and analysis of the experiment as Agent of Change

Experiment as Lab

Actors Involved

Experiment as Agent of Change

To support the socio-technical experiments the support of the city and the government is foundamental

BEN should train people to take care of the maintenance of vehicles

Actions to be undertaken on project vision

Actions to be undertaken on transition path

Actors Involved

BEN â&#x20AC;&#x2DC;s expectations were to see the project indipendent from their competences. They can not invest more money or time. Need to find financial and technical support through other actors

Actions to be undertaken on actor network

_Chapter two

Exploring barriers and opportunities

Insights for the design of the scaling-up

The barriers and opportunities map helped in

repair it, need to educate and engage the com-

understanding the strategies to design the scal-

munities on alternative transportation systems

ing-up and implement the innovation. To sum

exploiting the bicycle culture wave. Some of

up we can group the main issues in technical

them are strictly related to Lavender Hill con-

problems of the vehicle, lack of funding to

text, others will influence the transition path.

Contact BMC (Bicycle Maintenance Company)

Choose specific and delimited contexts for the implementation

Identification of mechanicals and engineers able to fix the problems

Actio n

How t o oppor seize t deal unities an with barr d iers

Local mechanic from BEN helps and train the service manager

Training of local mechanics to operate in future maintenance

Oppor

Distances Road infrastructure Lack of technical Uniqueness of skills contexts

tunit

ies &

barr

iers

Difficulty to accept the aesthetics Interest in bicycle culture Promote bicycle from different culture as starting Governement communities point for spreading interested in the innovation NMT Engage with designers Special and people sensitive to permissions sustainability and needed innovation

High competition with minibus taxi service

Lower faires

Engage users in the decision of prices

Get foundings to build new prototypes and implement the socio-technical experiments Presentation to the Premier of the Western Cape

Contact Department of Transport to get special permission Get in touch with Hector Helliott (Transport and Public Works)

143

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Strategic design of the innovation process

part four

146

Part four - Strategic design of the innovation process

_Chapter one

project considerations Lesson learned

Some considerations about the design process

design process and how to orient sustainable

and the project management need to be done

innovations, it is clear that some influencing

in order to learn and improve design strategies

factors are giving the opportunity to make

for the introduction and diffusion of radical

some critical considerations about it.

innovations.

First there is a gap between the design ex-

Concerning the project results, we can state

pectations and the actual results obtained in

some important achievements that make the

the context. Most of the planned actions

project a success and an interesting case study

encountered a series of barriers that

for strategic designers.

brought to changing the design trajec-

The first important result is that the PSS has

tory and it was fundamental to adopt a

built up a broad network of actors, aligning ac-

flexible step-by-step approach.

torâ&#x20AC;&#x2122;s expectations towards the achievement of

Secondly, the time frame of the project repre-

a shared vision. Secondly, with the socio-tech-

sent an important factor because, if on one side

nical experimentâ&#x20AC;&#x2122; set-up, it was possible to test

the slowness of the project was strictly related

different aspects of the PSS, from the technical

to manufacturing processes and justified by the

point of view to the societal repercussions.

steps required to design and implement every

What emerged is a new role for strategic de-

phase, on the other side a continuous support

signers that includes not only the development

was required to stimulate the stakeholders and

of sustainable PSS concepts but also the under-

make things happen.

standing of contextual conditions, identifying

Within the design team from Politecnico, the

the most appropriate implementation strate-

general feedback is that a good motivation and

gies and adapting their design attitude with a

a continuous belief in the project is necessary

broader perspective.

to collaborate and passionately work to carry

Nevertheless this project is emerging as an

on with the project.

interesting case study and has produced very

As a strategic design case-study, the project has

important insights on how to structure a

been also an important test for communication

147

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Part four - Strategic design of the innovation process

and analysis tools (transition path table, actors’

cnico team is sometimes not sufficient to man-

map, interaction storyboard, offering diagram

age the activities in a continuous way.

etc.) that helped to introduce and develop the

The open innovation model is emerging as

innovation in the context.

an effective way to organise work and engage

What emerged from the analysis and the

stakeholders, stimulating creativity and inno-

feedback collected within the design team and

vation in a non-conventional way.

the stakeholders’ network is that the learning

Some very interesting patterns are emerging

process should continuously put the designer’s

from the analysis of the open innovation and

role into discussion and it should consider the

crowdfunding scenario and these can be devel-

introduction of transition path as an evolving

oped in the design of the transition path.

process which should be open to adopting new

A first lesson we can learn from the social me-

methods and tools.

dia scenario and the network approach is that

In fact, since the transition path was designed

sharing information, ideas and work is at the

“on paper”, it should be considered as a refer-

basis of a learning process that invites people to

ence guide and the steps should not be seen as

collaborate one with the others.

consecutive stages but rather as overlapping

From a strategic design perspective, it could be

and interrelated activities.

important and sometimes even fundamental

For these reasons at some point of the design

to embrace a network approach and open in-

process was necessary to sit and resonate on

novation strategies in order to build and share

the introduction of different tools and meth-

knowledge, coordinate resources and weaving

ods to speed up the societal embedding of the

a community of people who could activate the

innovation and facilitate the transition process

project and spread the innovation.

in the context.

Moreover the Mulo system was born with the

In the case of Mulo project and in particular

characteristic of being an open project with the

the Sunride experience, it is clear that the on-

aim of promoting sustainable transportation

field activities and the work done by the Polite-

for low-income and disadvantaged contexts

_Chapter one

and in order to stimulate the spread of the

should be introduced in the transition path and

innovation it could be useful to use tools

some interesting insights from open innova-

inspired by crowdsourcing and crowdfunding

tion strategies are suggesting the support of

platforms.

web technologies with high potentiality of

The first reason is that open innovation can at-

innovation.

tract the right mix of people able to solve issues

In this scenario the crowdfunding system

related to barriers and problems encountered

could represent a winning solution to support

during the process. If the project has been

the existing experiment, activate new ones and

started in a university context with a limited

spread the innovation in different contexts,

team of designers and associates, it could be

involving a wider number of stakeholders.

interesting to adopt a different perspective and

The online platform could represent an acceler-

include a wider range of collaborators, man-

ator to speed up the innovation and contribute

aged through a web platform.

to the activation of new pilot projects.

The second important reason is that all the material and financial flows have been managed by the Universities and the set up and implementation of the experiments was strictly related to the availability of funding. Moreover the stakeholdersâ&#x20AC;&#x2122; network in Cape Town is mainly composed by NGOs that have no extra funding and resources to invest in the project, and even if they see the potential benefits in the long term vision, they were not able to expend money especially when technical problems were encountered. It is clear that new methods and new elements

The examples of LeNS and Sustainability Maker platforms can be taken as reference for developing an open and collaborative network with a focus on spreading sustainable projects.

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Part four - Strategic design of the innovation process

Proposed scenarios

Activities and expectations analysis

repetition of the experiment in other communities

The repetition of the experiment in the other communities expects to use the BECs located in the greater Cape Town area. The main issues are related to the economic sustainability as most of those BEC are just surviving businesses. Each community has also its own identity and culture and the societal embedding of the innovation requires a long process.

High need of transportation in low-income communities

Difficulties related to socio-cultural problems

Connection with existing BECs

Unsustainability of business model without initial fundings

Economic value and job creation

Need of big amount of work/promotion in the community

s w 0 t Get external fundings and sponsors to start new experiments Create valuable businesses opportunities for BEC owners Connect the different communities and share knowledge, techniques and skills

The experiments will be sustainable in a long term Risk of isolated experiments and barriers related to high influence from institutions

_Chapter one

transportation of people within the city centre

Big amount of potential users

The main issues of the city centre context are related to the geographical constraints (hills) and the unsuitability of the road infrastructure. However it holds a high potential in terms of visibility and spread of the innovation. The selection of a delimited area of the city (The Fringe), connected to the Spaza festival and the World Design Capital proposals, could represent a winning solution.

Geographical costraints (hills)

Economic value and job creation

Road infrastructures and traffic

Turists, foreigners and people sensitive to sustainability issues more likely to use it

Need physical space / no BECs connections

s w 0 t High visibility Connection with big events (WDC 2014)

Need high involvement and support of municipality

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Part four - Strategic design of the innovation process

The PSS concept vision

The PSS concept vision does not undergo to

keep the ownership of the vehicles and offer

major changes but it should be adjusted ac-

an integrated mobility service (on a pay-per-

cording to the introduction of new actors and

function base). The interested companies pay

strategies.

a monthly fee for the rental of the vehicles and

To better understand the strategies adopted in

Shonaquip with BEN bikes are in charge of

the process, we need to remember that in the

the maintenance of the vehicles (see Part two -

process of designing the transition path it was

Chapter one).

important to adopt a bifocal design attitude.

In the designing of the scaling-up phase some

The focus on the long-term project goal:

new actors were involved to support the soci-

the achievement of a future scope in which

etal embedding of the PSS.

a sustainable PSS innovation is part of the

The Western Cape Government showed its

normal way in which a societal need is fulfilled

support to BEN bikes, becoming the project

represent the project vision.

promoter and aligning its existing mobility

Then we have the short-medium-term

program with Sunrideâ&#x20AC;&#x2122;s concept vision.

actions to be undertaken in order to orient

Considering the previous reflections and analy-

the societal embedding process towards the

sis, I adjusted the concept vision according to

long- term goal.

the new actors involved and to the new tools

Sunrideâ&#x20AC;&#x2122;s long-term goal is to offer a sus-

introduced to speed up the innovation.

tainable mobility service to people (including

Two main scenarios are emerging: the first one

people with disabilities) in Cape Town, with a

sees the Western Cape Government as crucial

focus on township and disadvantaged areas.

actor for the sustainability of the project and

In order to develop the socio-technical experi-

its implementation; the second one embraces a

ment phase, a partnership between the vehicles

different approach: an open and wide collab-

company manufacturer (e.g. Shonaquip) and

oration of external sources to collect funding

the local NGO (BEN bikes) has been set up

and distribute responsibilities.

and it represents the service provider: they

_Chapter one

new actors configuration

context of the experiment, to the function (Lab

The socio-technical experiments led to an

or Window), to the expected results.

adjustment of the network of actors, some of

To better understand the lacks and the

them left the project and new relevant ones

strengths of the previous system of actors, I

showed their interest in the concept vision.

used the SWOT analysis in terms of sustain-

As part of a transition path, the network of

ability. It was then possible to identify new

actor has already changed and it could present

actors to be included in the project and solve

different configurations from one socio-techni-

some of the current barriers: the Western Cape

cal experiment to another, according to the

Government and The Fringe.

s w 0 t Environmental dimension

Local actors using local resources

Socio-cultural dimension

Deep connection with local communities

Local actors using local resources

Deep connection with local communities

Low visibility at a broad level

Economic dimension

Benefits from donations

No funding

Network connections

No sustainability without external investments

Technology feasibility

Technical bicycle skills

Lack of mechanical and electronic skills

Legislation / Influence and public infrastructure connection with policy makers

Influence of broader cycling culture

Need to import components

Opportunities related with WC Gov programs

Time issues related to legislation changes

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Part four - Strategic design of the innovation process

Elderly, disabled and clinic patients

Health care workers

WC Gov Dep of Health

Tourists

BEC Local clinic

Cape Town Partnership

Community home-based care

Project promoters Project stakeholders Socio-technical context

The actorsâ&#x20AC;&#x2122; network of the system appears

these kind of programs.

now wider. The two new main actors are the

On the other side, the inclusion of The Fringe

Western Cape Government, which is impli-

in the network assures a great media coverage

cate the Department of Transport and the

to the project and the consequential diffusion

Department of Health, both involved in the

through the channels of the World Design

provincial program of distribution of bicycles.

Capital 2014, the related design community

The Provincial Government can guarantee the

and the network of businesses and investors,

economic sustainability of the project, as they

could be a key move for the scaling-up of the

are investing a lot of resources in supporting

innovation.

_Chapter one

system at its full operative phase

The system at its full operative phase is based on the following network of actors: Western

Western Cape Governement

Cape Government, BEN bikes and Shonaquip (or another company) who partner to offer the

BEC Bicycle workshops\

production and the service. They remain the owners of the vehicles, which are then managed by the service organisers of each experiment. When bicycles are involved, they are donated and therefore owned by the recipients.

Bicycling Empowerment Network

Map of the offering Local clinic

Shonaquip

Production and Service Design partnership

Cyclehood

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Part four - Strategic design of the innovation process

Transition path redesign INCUBATION PHASE

SOCIO-TECHNICAL EXPERIMENT PHASE

SCALING-UP PHASE

Design and implemnent a sequence of socio-technical experiments

Move from experimentation to mainstream

objectives

Set-up the conditions for a successful societal embedding

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

3 - Involve actors in strategic discussion

...of the network of actors

actions

14 - Adjustment of the sustainable PSS concept vision

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

9 - Align online open innovation opportunities and on situ experiments

...of the transition path strategy

...of the network of actors

7 - Implement socio-technical experiments

8 - Monitor and evaluate socio-technical experiments

7- Creation of two other experiments in different contexts: city centre and hospital

9- Involvement of two new main actors: Western Cape Gov and The Fringe

CPUT

Politecnico di Milano

Shonaquip

Politecnico di Milano

Western Cape Gov

Shonaquip

CPUT

Open innovation

10 - Design strategy to support the scaling-up

...of the transition path strategy

11 - Involve actors in strategic discussions

...of the network of actors

12 - Implement actions to support the scaling-up

7- create synergies within Lavender Hills projects

6- Involvement of The Fringe in synergy with CPUT professors for Spaza festival

actors

156

6 - Involve the Western Cape Gov and align health care mobility program

9- adjust concept vision - sustainable mobility with bicycles and Sunride vehicles

BEN

The Fringe

11 - potential West Cape Gov program wih Shova Khalula + health care program

13 - Monitor and evaluate the scaling-up process

12 - develop new funding system: crowdfunding

11 - involve actors in strategic discussion through the web platform 10 - Concept and design a web platform to speed up the innovation 12 - create synergies with the cycling culture movement (Bicycle Cape Town)

BEN

Western Cape Gov

Bicycle

Politecnico di Milano

Open innovation

_Chapter one

From the adjustment of the concept vision and with the involvement of new influential actors, the transition path need to be redesigned and adapted to the course of the process. Highlighted in light blue the interventions on the different phases of the transition path and noted the consequential actions undertaken. The redesign started in the socio-technical experiment phase, according to the analysis of the first experiment, with the design of two new experiments (related to two scenarios - see next chapter) and the consequential involvement of new actors. In the scaling-up phase the two scenarios are more defined and the creation of strategies with existing programs/activities are fundamental to broad the network and influence the regime. In the design of the transition path two main tracks are emerging: the first one is related to the activitiesâ&#x20AC;&#x2122; context, with potential stakeholdersâ&#x20AC;&#x2122; involvement and on-field work; the second one was born after the analysis of the barriers encountered and the reflection on designerâ&#x20AC;&#x2122;s tools and strategies and it is developed through the online open innovation platform.

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Part three - Monitor and evaluation of the experiment

Timetable of the activities

actions Vehicle redesign and adjustment of technical problems Socio-technical experiment implementation Socio-technical experiment monitoring Communication and dissemination actions Scenario 1 design

Scenario 1 incubation

Scenario 2 design

Scenario 2 incubation

Web platform design Implement actions to support the scaling-up Transition path redesign

april 2012

_Chapter one

end of stay in South Africa

april 2013

159

160

part five Design of the scaling-up

161

162

Part five - Design of the scaling-up

_Chapter one

Scaling-up the innovation is a process that

Since learning within only one experiment is

requires a simultaneous number of activities on

limited, experiments should be repeated in

different levels.

other contexts, in order to learn about different

With the aim of broadening the inno-

designs in different settings.

vation, that means replicating the

It has to be underlined that the process of

innovation in different context and

diffusing the innovation was especially focused

linking it to other projects and in-

on scaling-up perspectives, ways of thinking,

itiatives, the activities undertaken in Cape

institutions and routines.

Town were mainly oriented in building up a

The approach considered embraces a larger

proper network of stakeholders.

perspective, which is not only focused on the

Broadening is related to the idea that different

setting up the favourable conditions for new

experiments, carried out simultaneously, can

socio-technical experiments, but also on influ-

build on each other and gradually reinforce

encing the cultural and legislative context.

themselves (Raven 2005; Geels and Raven

The design approach had to take into consid-

2006). Within this perspective it is also im-

eration the barriers and the characteristic of

portant to strength synergies with other local

Cape Townâ&#x20AC;&#x2122;s socio-cultural position and this

similar projects and initiatives. A broad mix of

long process required a flexible attitude and a

stakeholders is vital for increasing the richness

learning-by-doing approach.

of the process, due to the input a wider range

The envisioned scenarios were developed

of viewpoints, interests, and information.

with the participation of different actors and

Moreover influential stakeholders can increase

adapted according the circumstances and the

the possibility to influence the existing regime.

opportunities presented.

Considering the previous identified scaling-up

Both the scenarios gave the opportunity to

hypothesis and the analysis results, two main

present the concept vision to relevant stake-

scenarios were identified to implement strate-

holders and engage with communities and

gies for the scaling-up of the innovation.

local associations.

163

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Part five - Design of the scaling-up

several communities had significant difficulties accessing socio-economic opportunities in general but accessing healthcare services, is the most cumbersome in terms of distance, time and affordability. (South African Department of Transport, 2005)

_Chapter one

165

166

Part five - Design of the scaling-up

_Chapter one

scenario: mobility and health care A strategic network of stakeholders and a new context of application of the Sunride system

The first scenario described is an adaptation of

new practices and institutions related to those

the project vision to a new context of applica-

experiments. In relation to the scaling up pro-

tion of the Sunrideâ&#x20AC;&#x2122;s system: a mobility network

cess, Van den Bosch and Rotmans (2008) also

related to access to health care facilities.

point out that key stakeholders to be involved

This scenario can lead to the set up of different

are actors that have the power and willingness

socio-technical experiments with some similar

to directly influence the dominant culture,

characteristics to the existing one in Lavender

practices and institutions.

Hill (socio-economic context, project promot-

The learning process is enriched also by the

ers, pay-per-use system) but with the intro-

interactions between the stakeholders, who

duction of new actors and the broadening

decided to align their expectations and visions

of the service offer to an integrated

and develop a share common outlook which

mobility system with bicycles and

could potentially bring the innovation to a very

solar/human powered vehicles.

broad diffusion.

The scenario was developed with the help of BEN team, taking the opportunity of interesting insights gathered from a research on mobility and health care. In developing possible synergies with health care facilities and initiatives, some directions were followed in order to involve insiders, and in this particular case the government support and protection could be of crucial importance for several reasons. In the start-up phase in order to give experiments legitimacy and stability; in the subsequent phases, in order to create widespread support for scaling up the

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Part five - Design of the scaling-up

The importance of accessing to health care

How bicycles and pedicabs play a fundamental role in low-income and developing contexts

Several examples all over Africa are showing

volunteers who had received bicycles through

how sustainable mobility (bicycles and ped-

their projects were using the luggage racks to

icabs or tricycles) are often playing a crucial

transport clients to hospitals and clinics.

role in reaching health care facilities.

They then decided to deliver customised

In most of cases, especially in rural contexts

bicycle ambulances (picture above) to several

where no other transport mean is available,

healthcare workers, who received training in

having access to a clinic or to an hospital is a

use, maintenance and reporting on the

matter of time not only for critical conditions

performance of the ambulance. A participa-

(when in need of a ambulance) but also for

tory management session also helps partners

patients who need everyday medications for

(community based organisations) address

treatment of AIDS and other diseases.

issues like storage, access and covering costs of

Some examples of bicycle ambulances can be

maintenance.

founded in Namibia, where BENâ&#x20AC;&#x2122;s projects

In areas where pandemic diseases are spread

began when they found out that healthcare

among hundred of villages, one way of addres-

Fig.1 - Bicycle ambulances from BEN Namibia | Fig.2 - Health care workers in Zambia | Fig.3 - Donated bicycles in Malawi

168

_Chapter one

sing the problem is to support existing networks of care, including home-based volunteer health workers, a deep rooted system in most of African countries and especially in South Africa. Many programs have been activated with success, proving that bicycle were actually improving health care workers conditions, their ability to reach more patients every day, augmenting their income and resulting in more patients visited by day. Furthermore, affordable

Bike for AIDS, started in 2006, donates bicycles to healthcare workers in Africa, particularly those involved in HIV/AIDS related work World Bicycle Relief and RAPIDS activated a program with health caregivers in Zambia ADRA Malawi served 49 villages with bicycle ambulances

medicine are distributed with the bicycles in rural areas and risks of death during delivery is reduced because of the efficient emergency transport to health clinics with the bicycle ambulances. consumer

provincial hospital

community health centres clinics communities Health care workers network in South Africa

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Part five - Design of the scaling-up

Better Together Cycle Tour

Aims, experience considerations and opportunities

A deeper understanding of the health system

promoting cycling as an healthy activity

and the home-based community healthcare

that can prevent many chronic diseases, and

workers was possible thanks to a great oppor-

distributing bicycles in communities that need

tunity that came out during the internship at

the most a mean of transport (schools, neigh-

BEN bikes.

bourhood watchers, home-based healthcare

BEN was asked to partner with the Western

workers).

Cape Government and participate to a cycle

For five days a mixed group of members of the

tour across the province with the aim of

government, employees of the department of

Fig.1 - Bicycles handover in a school | Fig.2 - The Premier, Helen Zille, with some kids | Fig.3 - Andrew with Minister of Health on the pedicab

_Chapter one

171

/1 /4

/2 /5

Fig.1 - Media conference before the starting of the tour | Fig.2 - Bicycles to be handover | Fig.3 - Arrival of the pelatons to Khayelitsha | Fig.3 - Welcoming by the healthcare workers from the hospital | Fig.4 - Some laughs with Nomfundo, Dep. of Transport and Alan Winde, Minister of Finance

172 Part five - Design of the scaling-up

_Chapter one

Transport and Health and the team of BEN, cycled for 250 km with the Premier of the Western Cape, visiting communities and spreading the concept of sustainable mobility. The tour was an incredible opportunity to get to know better South African culture, understand its complicated social structure and be part of such an amazing team was a privilege that I will never be enough thankful for. But besides the personal considerations, the tour was also important from a point of view of the design process and the implementation of the transition path. At the moment when the tour took place (June 2012), the project was stuck due to technical problems and the difficulty in making it economically sustainable.

The opportunity of getting in touch with the Minister of Health and the Premier was an incredible turning point in the project implementation. Furthermore, for one stage of the tour we used one of BENâ&#x20AC;&#x2122;s pedicabs to show how they can be used for the transportation of people and how they can be beneficial for the new hospital in Khayelitsha, where the cycle tour ended.

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Part five - Design of the scaling-up

Broadening the project network

Design proposal for the Minister of Health

After the cycle tour it was possible to arrange

to be implemented in Khayelitsha, Cape Town.

a meeting with some representatives of the

The opening of Khayelitsha Hospital in 2012

Department of Health and with Minister

was a significant development. It is a 230-bed

Theuns Botha in person.

world class facility that improves access to

I prepared a proposal, designed with

district and some specialist hospital services

Andrew Wheeldon and the help of BEN staff,

for one of the most historically disadvantaged

about the benefits of bicycles on health and mobility and how Sunride system can be applied to an integrated system of mobility in areas where the connections between health facilities, patients and workers is particularly meaningful.

communities in the Province. It provides tangible evidence of the intent of the Department to provide quality health services to all communities and to address equity. The hospital also signals a decisive shift in hospital design to become environmental friendly and to increase the Departmentâ&#x20AC;&#x2122;s contribution to combat climate change and its consequences.

The meeting with Minister Botha was incredibly positive and he seemed enthusiast to adopt these new kind of vehicle and to make the provincial healthcare system a pioneer of sustainability in the country. The proposal concerned the use of 2000 bicycles for healthcare workers, to be purchased and donated by the Government, and the use of 20 vehicles, produced by BEN in partnership with Shonaquip (or another company) and to be managed by each hospital structure. To test the system, a pilot project was designed

Fig.1 - Meeting with Minister of Health, Theuns Botha and Minister of Finance, Alan Winde

174

_Chapter one

health care government program bicycles for health care workers

sunride vehicles for patients of provincial hospital and clinics

BICYCLES

VEHICLES

2000 bicycles R1600 x bike

20 vehicles R30000 x vehicle

total R3.200.000

total R600.000 (over 2 years)

TRAINING

2000 workers R300 x worker (2 hours)

20 workers R2000 x worker (5 days)

total R600.000

total R40.000

pilot project in khayelitsha 10 health-care workers and 1 vehicle to be approved by 2013

note: 10 Rand = â&#x2030;&#x2C6;1 Euro

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Part five - Design of the scaling-up

actors map

The network of actors involved in this scenario

ge the network of health care workers and the

sees the introduction of a new important stake-

relationships with patients.

holder: the Western Cape Government and in

The final users of the service will be mainly

particular the Department of Health.

patients of the hospital/clinic, with a focus on

The project promoters are then BEN,

disabled and elderly people, and health care

Cape Peninsula University of Technology,

workers who need to visit patients at their

Politecnico di Milano and WC Governement.

home, who can use the donated bicycles or the

As stakeholder appears also the Community

Sunride vehicle when in need to transport the

Home-based Care Organisation, as they mana-

patient or carry big amount of medicines.

Elderly, disabled and clinic patients

Health care workers WC Gov Dep of Health

Local clinic

Community home-based care

_Chapter one

system map The online community is part of the actor network as it has the potentiality to fund, activate and innovate in the project. The scenario envisioned is available online for feedbacks, comments and continuous improvements.

Western Cape Government

Bicycling Empowerment Network

Shonaquip

Production and Service Design partnership

Local clinic

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Part five - Design of the scaling-up

business model

key partners

Community homebased health care

value proposition

key activities Transportation of people Service management

key resources

Provision of a sustainable mobility network for hospital patients and health care workers

Physical space Workshop tools Staff

cost structure Investment for bicycles and vehicle

Bicycle

R3.200.000 for bikes R600.000 for training

Vehicles

R600.000 for vehicles R400.000 for training

Maintenance

_Chapter one

customer relationship Community health care shared vision

customer segments Hospital patients Health care workers

Improving peopleâ&#x20AC;&#x2122;s lives through the facilitation of work conditions related to mobility

Families and visitors of the patients

key channels Hospital facilities Local clinics Community health care centres

Service management

Manager salary R5.000 x month 20 managers: R100.000 x month

Vehicle maintenance Technician R5.000 x month 5 technicians: R25.000 x month

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Part five - Design of the scaling-up

Create synergies with similar initiatives Workshop at Peopleâ&#x20AC;&#x2122;s Health Assembly

The health care scenario was deeply explored through a research done for BEN and through the preparation of a report to support the use of bicycles and pedicabs for an healthy lifestyle and for reaching health care facilities. The outcomes of the research were presented during a workshop organised at Peopleâ&#x20AC;&#x2122;s Health Assembly, with delegates from of all countries.

Fig.1-2 - Presentation People Health Assembly and workshop

180

_Chapter one

181

182 54

Part Partsix five- -Scaling-up Design of the scaling-up

The City of Cape Town has a future vision for a City where innovation and creativity flourish, where economic growth enables the access to opportunities and resources for the entire Cityâ&#x20AC;&#x2122;s people and a sustainable city designed to be conscious and considerate of the environment we inhabit. (from the WDC 2014 Bid Book)

_Chapter two one

183 55

184

Part five - Design of the scaling-up

_Chaptertwo

scenario: mobility in the city centre Envision the scenario and design the experiment as Window

Born in 1999 out of a partnership between the City of Cape Town, the South African Property Owners Association (SAPOA), and the Cape Town Regional Chamber of Commerce and Industry and other stakeholders, the Cape Town Partnership is a development facilitation agency focused on the mobilisation, coordination and alignment of public, private and social resources behind the urban regeneration of Cape Townâ&#x20AC;&#x2122;s Central City.

incubation of the scenario The second scenario developed for the scaling-up of the innovation is related to an adaptation of the previously proposed one on using Sunride for the transportation of commuters and tourists in the city centre. According to the analysis of this concept vision, some adjustments needed to be done, also taking into consideration the fact that Cape

Town municipality was not ready to be involved in the setting up of a

The Fringe is currently being project managed by the Cape Town Partnership through its Creative Cape Town programme and is a legacy project of Cape Townâ&#x20AC;&#x2122;s World Design Capital 2014 bid.

new socio-technical experiment. The first important step to take was then to find some other relevant actors who could support the project and who have the right influence network needed to spread the innovation. A good opportunity came within a project initiated at CPUT with the collaboration of The Fringe, a program by Cape Town Partnership. This scenario can be intended as a strategic

This prestigious status is designated biennially by the International Council of Societies of Industrial Design (ICSID) to cities that are dedicated to using design for social, cultural and economic development.

springboard, able to attract the attention of the right stakeholders and to disseminate the potential benefits. In fact, identifying local initiatives (Spaza) that could be connected with the concept vision is one important step to give visibility to the project.

185

Part five - Design of the scaling-up

A mobility service for The Fringe

System for the circulation of goods and people in the innovation district

context analysis The Fringe aims to become the premier African environment for design, media and ICT innovation, creativity and entrepreneurship. It aims to: INCUBATE: Facilitate incubators and shared

spaces for young designers and creative businesses ENABLE: Facilitate innovation through industry support, prototyping facilities and the collocation of associated services SHOWCASE: provide a platform for design talent to get to market and into public

awareness The key boundaries of the area are Roeland and Darling streets, Buitenkant and Canterbury streets, and includes a strip of land that connects it to the Cape Peninsula University of Technology from Longmarket through to Tennant Street. This is regarded as a phase one of a project which may see extensions in other parts of the Central City as well as the broader city as a whole. The district gives space to a wide number of creative studios, trendy clubs and bars and historically established shops.

Fig.1 - A view from the district | Fig.2 - The Fringe has identified several shops, businesses and services related to design and it aims to become an innovation district | Fig.3 - An artistic installation on the street | Fig.4 - The vision for a sustainable and green environment

186

_Chapter two

design orienting scenario

trends

The adaptation of the scenario which uses the vehicle for the transportation of people in the city centre started with the identification of some trends that happen within the project time frame. In particular the coming Cape Town World Design Capital 2014, the Spaza festival and the

The World Design Capital 2014 program is launching a series of experiments to promote and showcase a sustainable future and innovative way of doing business.

growing movement around cycling culture had determinant influence on re-addressing the scaling-up.

The scenario vision is to provide a sustainable mobility network for local businesses and visitors, delimited to The Fringe district.

Spaza Festival is a good

opportunity to engage potential actors and test how innovation is perceived in a delimited area of the city.

Cycling culture in Cape

Town has experienced a remarkable expansion in the last year. Many initiatives and events are engaging a huge community of enthusiasts and paving the way towards a sustainable future in transportation.

187

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Part five - Design of the scaling-up

The aim of the survey was to identify the

from the network and who could share mobil-

potential businesses to involve, understand the

ity systems for delivery and transportation of

flood of goods and services in the area, map

goods. Those are influenced by the length and

the stakeholders’ needs and behaviours and the

frequency of trips and the volume of products.

people’s activities.

* * * * * * * * * * * *

Some interesting patterns came out: _Importance of the quality of the environment: easy access to the area, less car traffic, more pedestrian friendly, more parking facilities. _Importance of collaboration among the existing businesses in the area, who could benefit Ca

Services

ts an

rli

st n

st n to rri

ts an nk

st ro se im Pr

t t

Bu ite

tio

st mh

b er

ela

led

ury

rci

ry bu ter

ti ns

ela nd

mm e

ng to Ca

rri

ite

st Bu

me rci

Co m

rra

an t

ite

rtu

CCDI Eclipse printing Kimberley Hotel MAS Studio Rubybox

Shop

nt Ke st

Fig.1 - Map of The Fringe district and the selected businesses

rra

Fruit&Veg Woodheads Getwine African Home Creative Crafts

led

Pa ra de

Bar/restaurant

Field Ofﬁce Dias Tavern Oh!

_Chapter two

Survey

Business name (and location)

What methods of transportation do your suppliers use?

SURVEY Businesses in of

The Fringe

How long have you been situated here? How do you deal with your businessâ&#x20AC;&#x2122;s waste products? Why did you decide to run your business from this location?

Do you collaborate, trade or work with any of the other businesses or people in your area? What materials/supplies/ingredients do you use in the daily running of your business?

Where do you source your supplies from and who are your suppliers?

yes

Do you know that this area is called The Fringe?

yes

Do you know about any of the plans for The Fringe as a result of Cape Town being named the World Design Capital 2014?

yes

Lastly, is there anything that you wish could be changed or improved in this area? Perhaps something that might even help your business?

Where are your suppliers located?

189

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Part five - Design of the scaling-up

actors map

The network of actors in this case is structured

are Bicycle Cape Town (see next section)

to showcase the innovation delimited to the

who will provide the platform for the cycling

area and to design a socio-technical experi-

community, and Cape Town Partnership, a pri-

ment to act as a Window.

vate-public institution who encompasses The

The project promoters are again Politecnico

Fringe program and has a very wide network of

di Milano, BEN, Cape Peninsula University

collaborators, funders and media coverage.

of Technology (with a relevant role) and The

As the previous scenario, the online commu-

Fringe.

nity represents a potential actor for both the

The stakeholders introduced in the network

funding and the activation process.

Cycling Community

Tourists

WC Gov Dep of Transport

Local businesses

Cape Town Partnership

_Chapter two

system map of the experiment

Bicycle Cape Town

Partner

BEN

Shonaquip

Cyclehood Production and Service Design partnership

CPUT

The Fringe

Promoters

191

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Part five - Design of the scaling-up

business model

key partners

key activities

value proposition

Courier service Bicycle Cape Town: link to the cycling community

Renting Promotion, events

key resources Physical space Workshop tools Staff

cost structure Investment for bicycles and vehicle Maintenance Staff

Provision of an innovative mobility network to showcase sustainable innovation in The Fringe district

_Chapter two

customer relationship

customer segments

Participation and involvement

Businesses in The Fringe

Brand and lifestyle movement

Tourists Cycling community

Community membership

key channels Physical space Web platform Community

revenue stream Delivery system

Renting system

R20 x zone 25 trips: R400 prepaid package 50 trips: R700 100 trips: R1500 R120 x day R80 x 6 hours R40 x 2hours

193

194

Part five - Design of the scaling-up

Fig.1 - Prototyping and communication of the service with the local businesses | Fig.2 - Presentation of the PSS to the local stakeholders | Fig.3 - Poster designed for Spaza Festival

Prototyping and presentation to the stakeholders

The system was partially prototyped in The Fringe, collaborating with the potential local stakeholders who were previously identified in the analysis phase. Since the vehicle was not ready to be tested at the moment of the prototyping (May 2012), I used the bicycle for some easy courier services and I presented the results to a workshop organised with the collaboration of CPUT Design Department, The Fringe and BEN. The aim of /1

the meeting was to discuss the main findings of the analysis part and the related opportunities.

The experience in general was very useful to determine which actors could be relevant in scaling-up the innovation and which channels of promotion could be useful to set up a new socio-technical experiment. With the aim of developing a common agenda and communication strategy, the main output of the scenario building was the preparation of material to be exposed during the Spaza Festival, a very good opportunity to engage with the community and showcase the innovation.

_Chapter two

SPAZA: LIVING LAB AND URBAN INNOVATION FESTIVAL

cyclehood A sustainable mobility system for the circulation of goods and people in the innovation district Our vision for The Fringe

The Spaza Programme of The Fringe includes

A pedestrian friendly environment, where an innovative mobility network will pave the way for more sustainable everyday businesses... Ultimately, we hope to stimulate mindsets in Cape Town and make sustainable transport a part of everyday life.

The Spaza Living Laboratory and Urban Innovation Festival and it is a key World Design Capital 2014 Bid Book project. SPAZA will create a set of ways to think about and to implement projects that test a range of questions related especially to service design and to design of/in urban space

A showcase for sustainable transportation that aims to spread the innovation in all Cape Town’s communities

bicycles + solar and human powered vehicles to connect communities

The concept that underlies the SPAZA Living Lab (2012 – 2014) is that temporary urban

In partnership with:

Supporting:

interventions, whether these be physical urban manifestations or service design/experiential design, can change cities in interesting, unexpected ways, creating opportunities for, and sparking, new ways of using the city. The Festival will then run mainly in 2013 and 2014 and it will showcase innovative systems and services that can be tested in the innovation district but with the aim of spreading the innovation all over Cape Town’s communities.

195

196

part six Supporting the embedding of the innovation

197

198

Part six - Supporting the embedding of the innovation

_Chapter one

policy oriented scenario Lesson learned and activities undertaken to support the scalingup of the innovation

The previous section showed the path followed

springboard capable to influence the policy and

to create the favourable conditions to scale-up

cultural framework.

the innovation and adapt the network of stake-

It is in fact fundamental to link

holders in order to activate other socio-techni-

the project with similar initiatives

cal experiments.

and create synergies with existing

The design of the transition path aimed to

projects and associations that have

create the basis for a wide scaling-up of the

close visions, but, most of all, it is

innovation and this mechanism should be

important to act to stimulate policy

supported by activities undertaken not only on

makers in orientating laws that

the socio-technical experiment and within the

support sustainable transportation,

project network, but also looking at the bigger

encouraging people in using active

picture with a long-term perspective.

mobility, with the long-term aim of

If replicating the innovation in different con-

a wide spread of Sunrideâ&#x20AC;&#x2122;s system.

texts and involving a mixed network of actor were significant activities, at the same time those are not sufficient when we observe the

system innovation dynamics

context and we relate to existing policies, social infrastructures and cultural behaviours. The activities described in this chapter follow

socio-technical systems rules institutions

the purpose of supporting sustainable mobility for all, promoting a vision of easy and affordable access to mobility for all those disadvantaged communities. What emerged in fact is that the involvement of the cycling community, more sensitive to mobility and sustainability topics, was a great

human actors organisations social groups

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200

Part six - Supporting the embedding of the innovation

A complex ground for the innovation

Issues, lacks, opportunities and measures to be taken in Cape Town

Cape Town represents a complex ground to

and good public transport. In this scenario,

incubate and spread innovative PSSs, not only

the implementation of the PSS could be more

for the socio-economic situation, but especially

easily carried out, with supporting policies and

for the historical background and the cultural

a favourable cultural background.

division that still shape the city.

The design challenge here should focus on

South Africa is still a developing country and

the shift from a car-centred culture to mobil-

even though it is quickly growing and becom-

ity-centred solutions, promoting sustainable

ing a global economy, under many aspects, the

and affordable way of integrate urban and

mobility one first of all, there are still many

peri-urban areas but especially focusing on

measures to be taken and improvements to

low-cost mobility for targets groups of eco-

make before a radical innovation can take

nomically disadvantaged people.

place.

Some improvements have been done in the last

The spatial inequality that shape the city is

two years, and especially since the incubation

exacerbated by the difficulties of accessing to

phase started in 2009, the mobilityâ&#x20AC;&#x2122;s context

public transport, which most of the time are

have undergone major improvements.

unreliable, expensive and time consuming,

From the experience gained in Cape Town,

not to mention that minibus taxis, which are

and especially thanks to the active involvement

the most popular way of transport (National

with BEN bikes, I was able to identify the key

Household Travel Survey), are extremely un-

actors in decision making and to exploit some

safe and cause every year several deaths.

trending movements which experienced a

Transport planning and growth policies should

stunning growth in the last year.

move from observing vehicles to observing

The main activities were orientated to create

people, putting them first, where work and

a favourable network of influencing actors,

leisure areas are within the community, close

involving representatives of the City of Cape

together, promoting a safety environment and

Town and WC Government, but most of all

transport policies focused on walking, bicycles

lobbies, communities and social groups.

201

_Chapter one

identification of influencing Trends and initiatives

Cape Town is experiencing a remarkable shift towards a cycling culture and we can address many of the challenges the city presents in promoting this sustainable way of moving, linking with the numerous initiatives born in 2012. Moreover, the city hosts the biggest cycling race in the world, the Cape Argus Pick and Pay Cycle Tour, and that especially in the last year a big community of bicycle enthusiasts are paving the way towards a more bicycle friendly

#moonlightmass

Fig.1-2 - Two shots from Moonlightmass in June and August 2012. Thousands of cyclists but also skateboarders are taking over Cape Townâ&#x20AC;&#x2122;street every full moon.

city with many initiatives like #moonlightmass,

Part six - Supporting the embedding of the innovation

the importance of social connectivity

Sunday Shootout or #CoffeeMob Cycle and Train. The success of this “underground” movement relies in the power of being part of a community: the social aspect of riding a bicycle is what encouraged people in riding together, sharing this “secret language” with their fellows and /1

eventually demand with a unified voice for more cycling friendly infrastructures. It is true in fact that bicycles bring health, not

The motorcar’s war against

only for the physical exercise of individuals but

communal life and culture is per-

also as a benefit for the community as a whole,

haps the most subtle and perva-

in terms of mobility, social independence and

sive theatre of the war. Cars have

social cohesion.

changed our perception of place,

Being part of a community means also sharing

space and time, as well as our

the same routes, be safer on the streets and,

relationships with others.”

most importantly, be part of a sustainable and

(Louis Reynolds)

inclusive changing of moving around the city.

These growing initiatives, most of them born as a leisure activities, are now attracting a huge amount of people and institutions can’t anymore ignore their voice in demanding infrastructures, dedicated policies and more in general a strong support for sustainable mobility.

Fig.1 - A group picture from Sunday Shootout

202

_Chapter one

Bicycle Cape Town

Group, vision and platform to boost cycling culture in Cape Town

To address this need of change in routines, be-

king things happening. The main offline activi-

haviours and institutionsâ&#x20AC;&#x2122; approach, Bicycle

ties of the team are:

CPT was born as a community

Advocacy: together with the advocacy

generated campaign to promote

partner the Bicycling Empowerment Network,

bicycle culture in Cape Town and

we work to promote + campaign for a bicycle

advocate changes to transform CPT

friendly Cape Town â&#x20AC;&#x201C; bike paths, parking,

into a truly bicycle-friendly city for

office facilities, signage, link to public transport

all.

networks (rail, bus, minibus taxi)

Bicycle Cape Town is about sharing ideas and

Events, Networking + Engaging:

inspiring more people to take to the streets and

building a social network of riders and

connect. The goal is to get more people riding

main-streaming bicycle culture. Raising aware-

bikes, more often and for more reasons.

ness through cycling events, social meet-ups

The team is composed by a good mix of NGOs,

and workshops.

activists, journalist and enthusiasts about maLeonie Mervis Designer / film maker

Gareth Pearson

Andrew Wheeldon

BEN managing director

Marcela Casas Activist and cyclist

Lynn Street

BEN marketing&promotion

Sarah Stands Sustainability researcher

Future Cape Town

the team

Kayden Kleinhans

NGO Global Freewheeling

Gail Jennings

Journalist / JustMobility

Atang Tshikare Artist / cyclist

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Part six - Supporting the embedding of the innovation

the online platform

Platform for change - At the heart of B.

The City Guide - A digital guide to “All

CPT is a crowdsourcing platform where people

Things Bicycle” in Cape Town - promoting a

can share ideas and stories about Cape Town’s

network of bike friendly venues + shops, com-

emerging bicycle culture and suggest ideas to

munity initiatives and events.

transform the city into a truly cycling-friendly

Bicycle Resources and Learning

place for all to enjoy - inspiring more people to

Centre - Providing a solid resource base for

take to the streets.

cyclists looking to for more information on bicycles and riding in the city.

Fig.1 - Homepage of Bicycle Cape Town platform | Fig.2 - City guide: bicycle directory about events, shops, initiatives, tips about cycling culture in Cape Town | Fig.3 - Detail of the upcoming events page

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205

Fig.1 - Page dedicated to the social network interactions, with comments and conversations from Twitter, Facebook and Pinterest Fig.2 - Network of partners and initiatives supporting the platform

206 Part six - Supporting the embedding of the innovation

207

_Chapter one

cyclelinks

the City of Cape Town and organised the first

CycleLINKS’s first event was born to engage

pilot event as part of Transport month.

the cycling community in Cape Town, to find

Open Streets has been successfully imple-

possible collaborations and resources to start

mented around the world and OSCT draws on

the Bicycle CT campaign.

decades of international and local experience

The aim of those events/workshops, organised

in re-designing and re-working streets.

every 6 weeks in a different community, was to:

OSCT works to design campaigns that raise

_engage the community and act as “of-

citizen awareness, foster public debate about

fline” connection to the web platform

public streets and engage everyone in redesign-

_update on the campaign achievements

ing and re-working streets.

and results

The project is currently independent from

_find more contributors and spread the

Bicycle CT and it’s driven by an enthusiast and

word through different communities.

motivated committee.

open streets Open Streets aims to be a citizen-driven initiative, working to design and promote streets which embed and generate respect for people, regardless of who they are, and how they move. The first concept was developed in May 2012 within Bicycle Cape Town Coalition,

Inspired by Bogota’s Ciclovia, Open Streets Cape Town (OSCT) was initially set up in order to create a temporary network of car-free areas and routes throughout Cape Town. In October, the Coalition worked closely with

Fig.1 - Open Streets logo | Fig.2 - Open Streets steering committee meeting

Activation of mobility-oriented projects

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Part six - Supporting the embedding of the innovation

highlights of 2012 activities and achievements

Bree St bike lanes painting Urban Bike expo

#bikesonboard launches Cycling the Daisies

Green Pop “Cool as folks” event Community Bike Polo

Pedal Power Association campaign

Vintage Spring (Haas) Run

New law to defend cyclists’ safety

Cape Town Bicycle Map release

_Chapter one

Activities on a local administration level

Engage with policy makers and government to support the embedding of the

Fig.1 - A view of Cape Town CBD

innovation

An important lesson learned is to focus not

lack of facilities for non motorized transport,

only on the PSS innovation but also on the

to the safety issues due to speed of vehicles,

contextual conditions that might have favoured

busy roads and in other words a car-centred

or hindered the societal embedding process.

infrastructure.

In order to influence the socio-technical

The involvement of actors was oriented to

context and the existing regime, the most

focus on the long-term perspective and act

favourable conditions for the innovation must

on the short-term one, designing steps to be

be created.

undertaken towards the achievement of the

Among others, one of the contextual barriers is

project vision.

related to road infrastructures but also to the

In this framework, it is clear the fundamental

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/1 /4

Fig.1 - Andrew Wheeldon explaining safety requirements for roads | Fig.2 Bicyle CPT participated at NMT Forum Fig.3 - Bicycle CPT campaign to involve people in advocacy activities | Fig.4-5 - Media coverage after CycleLINKS ans NMT Forum

210 Part six - Supporting the embedding of the innovation

211

role of governments to develop the proper

clearly facilitated by the participation to the

conditions that would stimulate the diffusion

cycle tours and by the long time collaboration

of the PSS.

that BEN has established with them.

In particular the main axis of intervention

They in fact work closely with the National

were focused in involving the Western Cape

Department of Transport (NDoT) for the

Government and the Dep. of Transport of the

Shova Khalula program and for the Bicycle

City of Cape Town.

Master Plan of the city.

The first one had already demonstrated their awareness on the importance of NMT and their willingness to support the cycling culture in Cape Town. In particular, they activated a national program called Shova Khalula that aims to distribute one million bicycles in low-income contexts. The design proposal for health care and mobility was indeed suggesting to include Sunride PSS in this wider vision, with the combination of bicycles and solar powered vehicles. Another initiative born

within the WC Government and supported by Open Streets, Bicycle Cape Town and BEN, was â&#x20AC;&#x153;110% Greenâ&#x20AC;? which aims to support environmentally sustainable projects, initiatives or companies. It was important to create mutual trust and respectful relationships with the people from the WC Government, and this process was

Fig.1 - Meeting with the Western Cape Government Department of Transport for activating the Shova Khalula program Fg.2 - Presentation of the PSS innovation to the Department of the Premier (Minister of Public Transport)

_Chapter one

Fig.1 - Statistics and data collected by Bicycle CPT team and presented to the municipality Fig.2 - Master plan of cycle lanes used to get suggestions and feedback from the community

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Part six - Supporting the embedding of the innovation

Concerning the involvement of City of Cape Town, and in particular the Dep. of Transport, it was very important to engage with them as representatives of the cycling community and more in general to have a unified word in demanding safer road, closure to traffic, bike lanes improvements.

We used statistics and information collected during CycleLINKS and online surveys to communicate to the municipality the needs of communities, their issues related to commuting in Cape Town and their behaviours related to cycling and public transport. /2

_Chapter one

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Part six - Supporting the embedding of the innovation

_Chapter two

if you want to go fast go alone. if you want to go far go together. (African proverb)

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Part six - Supporting the embedding of the innovation

_Chapter two

induce behavioural changes Involve local communities to stimulate the paradigm shift

Cape Town is a very complex ground for the

mind sets, this was not enough in the

spread of the innovation and this relies in the

moment when it has to interact with

diversity and number of communities that

the community.

populate the areas, distinguishing from each

Working closely with the communities of

other for cultural background, language, reli-

Lavender Hill, Guguletu and with people

gion beliefs and economic status.

from the CBD, it was possible for me to better

As consequence of the colonialism era and of

understand this socio-cultural situation and to

the apartheid politics, these neighbourhoods

cope with the acceptance of the PSS, but it was

still present their own characteristics and they

clear from the beginning that it had to be

don’t easily interact to each other, but they

included into a wider perspective, where an

actually live in a spatial and cultural separation.

integrated mobility system is promoted as

The barriers encountered in setting

opposite the use of the car, still seen as status

up the socio-technical experiment

symbol of wealth and respect.

and in implementing the innovation

For these reasons, together with Bicycle Cape

were mainly related to this cultural

Town team and with other great supporters, I

background, and even if the PSS was

developed initiatives to involve the different

designed to stimulate changes in users’

communities and create a favourable ground

and actors’ behaviours, habits and

to spread the innovation.

We western people are imperialists, colonialists, missionaries, and there are only two ways we deal with people: we either patronised them or we are paternalistic. The two words come from the Latin “pater” but they mean two different thing. Paternalistic: I treat anybody from a different culture as if they were my children. Patronising: I treat everybody from another culture as if they were my servants. (Ernesto Sirolli)

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Part six - Supporting the embedding of the innovation

Green Drinks & CycleLINKS

A community workshop to engage activists, enthusiasts and create the network

The event was born with the aim of linking

what was happening in the cycling community,

with an existing initiative, Green Drinks,

who is doing what and which initiatives can

which happens every Monday at the Josephine

be linked together, to have a unified voice in

Mill in Cape Town, hosting each time a dif-

promoting sustainable mobility.

ferent discussion on sustainability and green

The evening was organised as a workshop, with

living.

some initial presentations and an informal col-

The Bicycle CPT committee decided to test the

lection of ideas, inviting people in presenting

involvement of the cycling community and of

themselves and tell their stories. We involved

relevant actors, those affiliated to Green Drinks

the participants in writing down their hopes,

who are already sensitive to sustainability and

their requests and expectations.

mobility issues, in order to engage enthusiasts

An important output came from the collection

and possible activists in the campaign.

of information about commuting behaviours,

The purpose of the event was then to show

needs and habits about public transports.

Fig.1 - Presentation of the event | Fig.2 - Poster with collection of ideas, suggestions and needs Fig.3 - Introduction of Bicycle CPT campaign | Fig.4-5 - Collection of data from the participants

_Chapter two

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Part six - Supporting the embedding of the innovation

Open Streets in Grassy Park

The event in Grassy Park was a first pilot

We eventually succeeded in bringing the

organised during October Transport Month,

cycling community to Grassy Park, a disadvan-

as part of the official initiatives from the

taged area of the Cape Flats, and organising a

Department of Transport of the City of CT.

wide number of activities on the streets, from

The preparation of the event required several

yoga lessons, to soccer for kids, cricket etc.

meetings and dealing with the Municipality

The participation of diverse communities was

wasn’t not an easy process, for some bureau-

great and the positive feedback of demanding

cratic issues and for their difficulty in accepting

safer, more sustainable and more enjoyable

the concept of “closing the streets to traffic and

roads was a shared output that the City of Cape

opening them to communities”.

Town had to take into consideration.

/2 /3

/4 /5

Fig.1-2 - Yoga lessons on the street | Fig.3 - Kids playing soccer | Fig.4 - Cyclists from different communities | Fig.5 - Kids playing on the street | Fig.6 - Overview of the main road

_Chapter two

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Part six - Supporting the embedding of the innovation

CycleLINKS in Guguletu

Following the energies built around the first

a relatively sensitive topic from the city centre

CycleLINKS events and the growing inter-

to the people from the township.

est born from the online platform and the

The main issue was, in fact, that low-income

advocacy activities, we pursuit the aim of

and disadvantaged communities are reluctant

sponsoring a healthier and more sustainable

to engage with people coming from a com-

environment in different communities bringing

pletely different environment and willing to

CycleLINKS in Guguletu.

promote their way of commuting and moving.

The organisation of the event took quite a

It was fundamental to find someone with influ-

long time to define the hosting structure, the

ence on his fellow neighbours and with mutual

representative of the community who could be

respect in his community.

involved and the approach to use in bringing

Luckily we engaged with great and passionate

/3 /5

Fig.1-The group is getting ready for the ride | Fig.2-3-4 - People from the community were invited to talk and share their ideas | Fig.5-6 - The pelatons ride together in the area

_Chapter two

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Part six - Supporting the embedding of the innovation

Fig.1-2 - More moments from the event | Fig.3-4 - The team of the workshop at work | Fig.5 - Outputs from the discussion and ideas collected

people, among them the cyclists from the Guguletu Cycling Club, the manager of VeloKhaya and of course all the Imfundo Cycling Club from Lavender Hill. We organised a ride from Cape Town Central Station to Guguletuâ&#x20AC;&#x2122;s chosen spot, Pistoâ&#x20AC;&#x2122;s bar. Together with an amazing group of more than 60 riders we took over the streets and arrived at final destination, where an informal braai (typical South African barbecue) took place before the beginning of the event. We gave the opportunity to all the attending people to share their ideas, their need in term /1

of mobility and especially how can each one of us could contribute in demanding facilities and affordable transportation. The shared aim is to provide safe, secure, direct and well maintained walk and walk/cycle paths, and road crossing facilities, especially to schools, to improve bus routing between informal areas and key services. The event was a great under different perspectives, on a strategic level it engaged with more actors and functioned to stimulate communities, on a personal level was an eye-opening

experience I will always keep in my memories.

_Chapter two

ARMI Open Workshop

Involve the design community lighting up mobility issues on a international level

The ARMI OPEN Workshop â&#x20AC;&#x201C; Urban BrainStream, which took place in September as part of World Design Capital Helsinki 2012, gave the opportunity to identify challenges of commuting in the city and possible interventions to stimulate a cycling culture in Cape

Town. Cape Town team was composed by a variety of people and enthusiasts involved in different projects that promote cycling, sustainability and a more inclusive city. Andrew Wheeldon, general manager at BEN. Marcela Guerrero Casas, representative of Open Streets and Bicycle Cape Town. Gareth Pearson, young activist involved in different projects focused on sustainability (Cape Town Bicycle Commuter, Future Cape Town, Bicycle Cape Town) Nic Grobler, bicycle enthusiast and co-author

of Bicycle Portraits, a photographic book on everydayâ&#x20AC;&#x2122;s life of South Africans and their bicycles. Barbra Darchinger, german designer with sustainability focus. Me and Roeld Mulder, CEO at ...XYZ Design were chairing the workshop and we presented the outputs in the Skype conference organised

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Part six - Supporting the embedding of the innovation

by ARMI association, linking nine cities from

etc.) are becoming more and more a sus-

around the world.

tainable, cheap and enjoyable alternative to

After an introduction of the topic, the first part

commute around the city. Not only, moving

of the workshop was a discussion around the

in the city can also be a social experience that

unique features of Cape Town, from its spatial

connects us to our community and cycling,

distribution to its history and background.

as low-cost, healthy and sustainable solution,

The team then explored deeply the challenges

could serve as a catalyst to this socio-economic

related to mobility and commuting in Cape

transformation.

Town.

The team concluded the discussion focusing

The discussion turned then on how can we

on this aspect of urban cycling and alternative

shift the car-centred culture and the conse-

ways of transportation. The greater aim is to

quent status symbol of owning a car towards a

create a community of commuters that move

mobility-centred culture, where the movement

together around the city, share the same routes,

of people can create interactions and social

and connect to each other, for a more inclusive

experiences, connecting urban and peri-urban

and liveable Cape Town.

areas and creating inclusiveness for everybody.

The workshop was a great opportunity

The environment plays a critic role in defining

to engage a discussion at a interna-

how we move and interact among each other in

tional level, getting important feed-

a public space. But we also have to reinvent the

backs and suggestions from Helsinki.

way we travel and commute in our city, shifting

Moreover the involvement of ...XYZ

from an individualistic and unsustainable

Design plays a strategic role for their

transport system (car) to sharing resources and

connections with the design commu-

experiences.

nity, with a focus on sustainability and

Global trends are showing how collaborative

skills from industrial design to me-

consumption and sharing systems (bike shar-

chanical engineering, which could be

ing, car pooling, car sharing, walking groups

potentially useful in the future.

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_Chapter two

Cycling Activation workshop

The following step after the ARMI Open workshop, was to continue this debate around sustainable mobility and cycling culture, catching the momentum and the media attention on the topic. Looking forward to Cape Town World Design Capital in 2014, the city’s creative community Fig.1- Poster and manifesto of the event, with vision, aim and mission of the workshop

is stimulating a debate around sensitive topics (mobility, sanitation, community development etc.) through open design sessions to address the Cape Town’s important challenges. In November 2012, I organised an open discussion with the design community and a good mix of academics, NGOs, government, businesses and community stakeholders, invited to collaborate to initiate a design-led project in order to stimulate the cycling culture in Cape Town. I personally curated the communication, the promotion and chaired the organisation of the workshop, the event was hosted by … XYZ Design and supported by Bicycling Empowerment Network, Bandwidth Barn, Cape Town Design Network, Cape Peninsula University of Technology and Bicycle Cape Town.

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Part six - Supporting the embedding of the innovation

The outcome was very positive, with a great energy and it highlighted sensitive topics, possible drivers and a good mix of people who again are willing to collaborate and volunteer to support a different mobility in Cape Town. A ride to the event and after it was also a great way to engage on the streets and facilitate interactions between the participants. /1

Fig.1-2 - Two moments of the workshop where people shared their ideas in an informal and participatory way | Fig.3 - Ideas collected on posters Fig.4 - A picture from the introduction to the topic

_Chapter two

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Part five - An open innovation platform

part seven An open innovation platform

_Chapter one

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Part five - An open innovation platform

_Chapter one

the web platform The introduction of a online tool to sustain the open project and speed up the innovation

Some interesting patterns are emerging from

a fixed amount of money in exchange of a share

the analysis of similar platforms and from the

of future profits or rewards like credits, possi-

redesign of the transition path.

bility to vote, access to exclusive content.

A crowdfunding system has the primary

Similarly, user innovators are driven by their

goal to raise money but also helps in testing,

interests and in those communities they often

promoting and marketing a product, gaining

create toolkits to help each other to innovate.

better knowledge of usersâ&#x20AC;&#x2122; perspective and sup-

Moreover the use of game techniques (virtual

porting user-based innovation. When commu-

badges, leader boards, rewards) could be useful

nity benefits are large, crowdfunders donate

to solve problems and engage audiences.

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The creation of the website is important for the scaling-up of the innovation because it will work both as a tool for the strategic designer

feedbacks linking with other initiatives

and as a platform for the innovation process. Tool: The aim is a better management of the online and offline activities, to engage and update the

scenario development

existing partners with news on the process, on the activities undertaken on the experiment, aiming to build a platform for interaction of the stakeholders in order to solve possible problems in a quicker and easier way. The website will also show the actorâ&#x20AC;&#x2122;s network, their roles and the scenario designed in order to collect feedbacks, connect with other initiatives and manage the broader network. Open innovation platform: The website could work as a strategic tool to recruit new actors, attracting them in solving more specific (for example technical problems) or general issues. This means sharing ideas, visions and solutions in a open and collaborative way. Furthermore, the platform has the fundamental aim to collect fundings necessary to sustain the project and implement it.

actors roles & relationships

actors network

manage the network

tool for for the the tool designer designer

requirements

engage and update

# news # activities # community # connection with social media

crowdfunding

requirements

_Chapter one

# vision # project story # timeline

problems / questions / help

crowdsourcing

openinnovation innovation open platform platform

platform

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Part five - An open innovation platform

platform activity map

administrator administrator

community community

offers knowledge and funding to sustain the project

platform

local local stakeholders stakeholders

manages the activities, promote the innovation and engage the community

get help from the online community and translate contributions into practical improvements

project

offers recruiting of new actors, funders and collaborators and links online and offline stakeholders

existing experiments are sustained, new projects are activated

_Chapter one

The map was used to detect the main actors of the system, in order to develop later on the system definition and the platform architecture. A key element of the success of the platform is a continuous engagement of the community, to keep them active in sharing knowledge and funding projects, and in order to attract new potential actors. The key role of the administrator relies not only in engaging the community, but also in managing the online activities with the offline

value proposition A sustainable mobility PSS for Cape Townâ&#x20AC;&#x2122;s disadvantaged communities, activated by an online crowd of actors.

customer segments People sensitive to sustainability topics, philanthropists, community activists, semiskilled designers or business people

key channels Online platform. Social media (Facebook, Twitter, Pinterest)

consequent implications, this means translating collaborations and ideas into practical solutions and transferring donations to the related local stakeholder. The platform is an addition to the existing system, meaning that it will provide the resources needed by the offline stakeholders, but without interfering with the estab-

key activities Management of the platform: updates, community engagement, crowdfunding system and management of ideas collected from contributors. Promotion on social media. Coordination the activity with local actors.

cost structure

Launch and maintenance of the platform. Possible sponsors can cover the costs with advertising.

lished network of actors.

key resources

Online tool to manage the crowdfunding and crowdsourcing side. Local actors for the activation of projects. Platform administrators to link to two elements

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Part five - An open innovation platform

community member

Participate in open challenges

front-end

Back office

Pledge a project

Show personal page and details

Show credit card details and update the challenge

Update the challenge and add to conversations

Receive info and data on members

Receive money and transfer resources

Collect and select ideas, implement and apply the solutions

Send data and information to database

Send information to bank structure and database

Send information to database and to other members

back-end

Front office

administrator

visitor

front and back office interaction

server

238

_Chapter one

In the interfaces activities, a “front-end” application is one that application users interact with directly. A “back-end” application or program serves indirectly in support of the front-end services.

Read updates and news

OPEN MULO only

Download resources

Vote

Read updates and news

Activate a project

Download page

Connect with social media

Update challenge information

Show content

Activation form

Collect votes

Write news and updates

Receive request, evaluate and contact

Create resources, update if needed

Send downloading information to database

Send sharing information to database

Send votes to database

Send activities to database

Send request to administrators and database

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Part five - An open innovation platform

homepage

Information on the designed scenarios, with the possibility to vote, comment and follow

Scenarios

Topic of discussions and updates from the community

Conversations

Shows the people involved, with the possibility of customizing the profile and interact with others

Community

Direct link with social media pages

Explain the background and the work done by the different stakeholders

Project story

Access to design resources, tips and indications.

Resources

The homepage has the aim to introduce the project and show clearly the concept vision. For this reason some images of the experiment in Lavender Hill are presenting the vehicle,

Selected icons

the context of use and the project vision is explained below it. The buttons indicate the different sections of the platform.

_Chapter one

how to contribute

The first aim of the platform is to involve a wide crowd of people in supporting the project. The contributions can be activated through the crowdfunding system (Sustain the project red label) or participating in open discussions (Share your ideas - blue label). In the home page the two way of contribution are clearly displayed, with the latest project / discussions and the possibility to click on each of them and get to know more about it. The two colours will characterise the different engaging platform in the following pages.

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crowdfunding system: sustain the project

Clicking on the banner “Sustain the project” and “Fund and follow” the user can access to the crowdfunding page, where all the challenges are listed. In the list the goal, the deadline and the percentage of pledges are easily visible, with some additional information on the project. Clicking on the singular ones the user can then read more in detail and participate. On the left side the icons that bring to the closed challenges and to the page of updates from the socio-technical experiments.

_Chapter one

goal

â&#x201A;Ź 3000

Vote

The goal is set according to the project. Smaller goals and shorter amount of time have shown to be more effective on other crowdfunding systems. With the possibility to vote the project the user can influence its activation. He can also share the project through his social network.

The progress bar shows the amount of money pledged by the community and the time left to achieve the goal. The money will go to the project even if the goal is not reached in the scheduled time.

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crowdsourcing system: share your ideas

Clicking on the banner “Share your ideas” and “Have your say” the user can access to the crowdsourcing page with the list of current open challenges. The blue post-its immediately communicate the nature of the challenge or the problem that needs to be solved. By clicking on them the user can access to the more detailed page and see the conversation of the other users. Here the role of sharing of ideas and the mutual help is fundamental to speed up the innovation and attract a wide range of contributors.

_Chapter one

4 Phase 4: the winning concepts are taken into practice by the design team and selected stakeholders.

Phase 1: the brief is published with the description of the challenge, insights, inspirations and relevant tools. All the information are shared in an open and collaborative way.

50%

2 Phase 2: everyone publishes their own ideas and solutions, with the possibility to comment and share.

Phase 3: the most promising and voted ideas are selected and evaluated by the design team in order to find the proper solution to the design challenge.

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user interactions and community

Profile: logging in with user name and password is possible to access to the personal page, where the user can customise personal information, skills, contacts etc.

If the user has pledged in some projects, these will appear on his profile, showing the updates and the news about it.

If the user has participated in some open innovation challenges, these will appear with the potential comments of other users and the possibility of replying. Furthermore, some related challenges are suggested below.

_Chapter one

contributors map

All the contributions, whether they are online or not, are showed in a dedicated section with an interactive map. At the centre, represented with black icons, the stakeholders involved in loco are presented. By clicking on each of them, details and a description of their roles appears, showing the connections among them. On the external ring the community of contributors is showed (red for the funders, blue for the innovators). The more people collaborate, the more elements will appear (image on the side).

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By clicking on BEN icon, the description of their roles, activities and expectations are showed, with a link to their own website. Meanwhile the stakeholders not directly connected to BEN appear with less opacity.

This is how the map appears by clicking on Shonaquip.

This is how the map appears by clicking on BEC.

_Chapter one

conversations

The conversationsâ&#x20AC;&#x2122; wall shows the discussions that are happening through social media and web platform, highlighting what are the hottest topic and who are the users involved. By clicking to each of them the user can leave his comment or find out more about the topic.

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other pages: scenarios

The Scenarios sections has the aim to explain

relative icons. An important element is the

more in details the project vision, the activities

possibility to vote the project, as the users have

planned and the possible uses of the vehicles in

direct influence on the evaluation of scenarios

different contexts.

and on the activations of projects. The feedback

On the left the description of the scenario (in

provided by the platform is an important ele-

this case the mobility service for health care

ment for the implementation of the innovation.

purposes), with details on time frame, pilot

The project story (side page) is explained

project and long term view. The two banners

through a timeline where the main events

for the active participation give the user the

appear. By scrolling the timeline, it will be

possibility to quickly get involved.

possible to see the achieved results, media

The actors involved and the possible future

publications, events and activities undertaken

users of the service are also showed with the

during the project time frame.

_Chapter one

project story

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Site map OpenSunride

Scenario2

Actors websites

Scenario

Personal details

Challenge

Map of collaborators

Scenario1

Scenarios

Timeline

Contributors Conversations Project story Resources

sustainthe theproject project sustain

Challenges

Challenge page Scenario

Wall of ideas

home

socialmedia media social

shareyour yourideas ideas share

Personal info

Updates Closed challenges

Challenges

Challenge page Scenario

Vehicle

Contributors

_Chapter one

Brand identity

For the branding of the online platform I

This is also translated in using an icon that re-

decided to stick to the original project names

minds the keyhole and which put the emphasis

(Mulo, Sunride) since the concept vision has

on the concept of opening.

not changed.

Here below the colour palette and the fonts

The new characteristic is the openness of the

used for the logo and for the website.

project, and this is translated in adding the word â&#x20AC;&#x153;openâ&#x20AC;? to the existing names.

Fonts used in the website

Fonts used for the logo

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_Chapter two

a platform for the mulo system Broadening the open innovation concept to the Mulo project vision

www.openmulo.com

The Open Mulo platform encloses all the

website. Simply pointing the cursor on the city

different projects activated with universities,

name it will appear a banner with the related

NGOs and associations all over the world.

project and a link to the personal website

Users can interact in two main ways: sustain

(which will be structured as the Sunride one).

an existing project or activate a new one.

On the bottom of the map, explained the

The homepage shows a world map with the

project vision, with two banners: the red one is

locations of the activated projects and gives the

to sustain a project, the blue one is to activate

possibility to directly link with each dedicated

a new one.

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The aim of the platform is to promote the Mulo system as an open and collaborative project, where global interactions happen with the purpose of a mutual learning from the different experiments and a wider engagement of stakeholders, collaborators and promoters.

_Chapter two

By clicking on the red banner, the user will be redirected to the dedicated page, showing an interactive map of the existing networks of collaborators. As the Sunrideâ&#x20AC;&#x2122;s collaborators map, in black the actors who are involved directly in Cape Town and their roles, while on the external ring the people who are engaging through the online platform, either funding projects or participating in open challenges. The actors who are not directly involve in Sunrideâ&#x20AC;&#x2122;s project become more transparent as they lay on a background level.

Different icons represent the different applications and the corresponding experiments. Water transportation in Burkina Faso, ambulance in India, waste collection in Brazil, people with disabilities in South Africa and vegetable transportation in Zambia.

257

258

Part five - An open innovation platform

activate a project

The openness of the project allows users to modify the existing design of the vehicle and customize it according to the final use (if different from the already existing ones).

By clicking on â&#x20AC;&#x153;activate a projectâ&#x20AC;? banner, the user will enter the page with a form to fill to request the starting of a new project. The application follows some steps, from the choice of the type of use, to the context, to the motivation, important to follow the sustainability requirements of the concept vision. The user can also choose his potential involvement in the project (promoter, provider, sponsor etc.) and the resources needed. The design team will evaluate the applications and decide on future developments.

_Chapter two

resources

The â&#x20AC;&#x153;Resourcesâ&#x20AC;? section is similar to the dedicated one of each project (see Sunride example) but with the possibility of accessing to a wider range of material, useful to activate a project. These resources are intended to be guidelines to support usersâ&#x20AC;&#x2122; participation and innovation, a sort of tool-kit that can help in the management of the process and in the understatement of the principles behind the concept vision. The aim is a mutual learning and inspiration from the experiences in different contexts, with the purpose of a wide pollination of sustainable mobility all over the globe.

259

260

Part five - An open innovation platform

Site map OpenMulo

Sustainability requirements Management resources Promotion resources Conceptualising resources Vehicle drawings

Resources Contributors Conversations Project story

sustainaaproject project sustain

home

socialmedia media social

activateaaproject project activate

Map of collaborators

Fund & follow (crowdfunding)

Have your say (crowdsourcing) South Africa Zambia Brazil Burkina Faso India

Scenarios

Application form

Submission

_Chapter two

Online and offline activities

The platform has been introduced in the transi-

For this reason, the design team should coordi-

tion path as a tool to try to solve some of the

nate the online activities, taking care of the

existing problems and to overcome the barriers

maintenance of the website and at the same

encountered.

engaging with the local stakeholders.

It is important to underline that this is part

Platforms like crowdfunding and crowdsourc-

of an ongoing process and that the online

ing systems work well when they allow people

activities might not be sufficient to scale-up the

to self organize their activities and ideas, based

innovation, and, at the same time, the offline

on a peer-to-peer system and developing their

ones (activities undertaken on the experiment

own systems of education and training.

and by the local stakeholders) have demon-

The future of the platform can rely exactly on

strated to encounter several socio-political

this element: a self-sustaining tool driven by

barriers and to require a high investment of

user-based innovation.

energies, financial resources and time.

However the scaling-up of Sunride project

The transition toward the concept vision is a

required to merge this new element with the

process that require openness and the ability

activities undertaken on the context and the

to experiment with new tools and approaches,

development of the scenarios still needs the

and this is the case of an introduction of a

designerâ&#x20AC;&#x2122;s involvement and monitoring.

new potentially revolutionary element which needs to be monitored and evaluated in its time frame. The platform have the potential to attract and involve a very big number of new actors and stakeholders, shifting the paradigm towards an open tool available to a wide crowd who needs to be organised and structured to address each specific challenge.

261

262

Part eight - Conclusions

part eight Conclusions

_Chapter one

263

264

Part eight - Conclusions

_Chapter one

project considerations achieved results

and most importantly to the feedbacks col-

Embedding and promoting innovation and de-

lected which gave the opportunity to adjust the

signing sustainable transition paths has become

transition strategy.

paramount in any long term project whose aims and effects embrace the whole society.

_On the scaling-up

Developing countries are undergoing incred-

The outcomes of the scaling-up design phase

ible changes and their undeniable role in the

concern the improvement of the project net-

worldâ&#x20AC;&#x2122;s future depends on how their develop-

work, with the introduction of two important

ment at all stages will be managed. Therefore,

actors, the Western Cape Government and The

PSS design plays and will increasingly play a

Fringe which will be crucial in the scaling-up

key role in these phases as the results of this

phase to remove the policy-related barriers

resarch prove.

and to spread the innovation through a large

The findings stemming from this project

network of important media.

may be distinguished in those regarding the

In stimulating actors to create the most

socio-technical experiment, the ones ac-

favourable conditions for the scaling-up, great

complished in the scaling-up phase and the

opportunities came from linking the project

outcomes on the transition path design.

with similar initiatives and through different channels, from Bicycle Cape Town platform

_On the experiment

to the activities undertaken in the different

The main results achieved on the experiment in

communities. Probably the community en-

Lavender Hill are related to the vehicle, which

gagement and the stimulation of behaviours

has been redesigned so as to make it func-

represents the most important achievement on

tional; firstly, the transport service has been

the activitiesâ&#x20AC;&#x2122; context.

established and the interconnection with other pre existing initiatives has been created; sec-

_On the transition process

ondly, to the visibility gained in the community

The barriers encountered and the analysis

265

Part eight - Conclusions

Motivation matrix

bicycle cpt the fringe

west cape government

cput

polimi

ben

gives the opportunity to

online community

266

The tools helps in understanding the point of view of each stakeholder of the new actorsâ&#x20AC;&#x2122; configuration and the benefits related to their position in the innovation process. The current network covers different fields, from policy to media, from community groups to NGOs and universities. Furthermore, the introduction of an online community as external actor, has the potentiality to influence the existing configuration in many positive ways.

ben

polimi

cput

west cape the fringe bicycle cpt government

online community

Sustain of the BEC; more activities

local connec- local connections in the tions in the community; community; shared mobility vision

local connections; bicycle provision and training; activation of projects

bicycle provision and training skills

advocacy support; link with institutions and communities

local connections; bicycle provision and training; activation of projects

distribution of activities; support for the BECs

spread of sustainable PSSs and activation of global projects

knowledge exchange; international visibility

sharing of knowledge and service/ strategic design skills

knowledge exchange; international visibility

sharing of knowledge and service/ strategic design skills

knowledge support (engineering)

knowledge exchange; spread of sustainability principles

knowledge support

knowledge support and exchange

knowledge exchange; help in district improvement

share the common vision and knowledge support

sharing of knowledge and design skills; link with local project

financial support; job opportunities; promotion of shared vision

policy and institutional support for the spread of PSS

sustainable WDC support development; and sustainajob creation; bility support social cohesion; leading role in sustainability

policy and policy support institutional to activate support for the projects spread of the campaign

network enlargement; international visibility and potential investments

connections with WDC programs; visibility

district emprovement; opportunities for young designers

business improvement; district improvement; visibility for WDC

businesses improvement; urban lab for innovation; showcase of sustainability

network enlargement; connections with CT Partnership

worldwide visibility; knowledge sharing

network enlargement; support the shared mobility vision

local network enlargement; communities involvements; voice for advocacy

network enlargement; support the shared mobility vision

community linking; unified voice for dialogue

local network enlargement; communities involvements;

support the the innovation; communities involvement; broad the network

sharing of knowledge and common vision; local network and connections

funding and worldwide visibility

activate new projects; sustain the existing ones; get ideas and solutions

ideas and innovative solutions

ideas and innovative solutions; funding; worldwide visibility

ideas and innovative solutions; worldwide visibility

active participation; knowledge exchange; community benefits

_Chapter one

of both the experiment and the transition

innovation is also related to the understanding

strategies, required a continuous adjustment of

of the context, the actors who could be relevant

the process structure, introducing new

and the stakes to be included in designing

elements and rethinking, from a different

the scaling-up. In this phase the support of a

perspective, the societal embedding of the PSS.

design team or a collegue would have been a

The design of the open platform and the com-

relevant factor to speed up the process.

bination of online and offline activities fosters the speeding up of the innovation process also by removing barriers to funding and to the

design attitude

necessary expertise.

In the design and management of transitions a new role and attitude for the designer is emerg-

_Considerations on barriers and

ing related both to the design perspective and

limits

to the consequent role in the process.

Some considerations need to be done about

The design scope should be extended to the

the analysis of the experiment and difficulties

strategic design of the sequence of steps of

encountered, which led to the adoption of a

steps that need to be followed so as to gradu-

different approach and new methodologies.

ally improve the PSS innovation and foster its

First it needs to be pointed out that the mon-

societal embedding.

itoring of the experiment was very difficult to

This is translated in the identification and

manage,and there was a mismatching between

involvement of the actors that can support the

what has been reported and the real situation

societal embedding process in the various steps

in loco. The stakeholders involved needed to

of the transition path (identification of actors

be constantly stimulated and followed in each

and related roles). In this case the actors were

phase, and a constant presence was required to

chosen in relation to the barriers encountered

manage the process.

and their potential overcoming (financial sup-

The time of the societal embedding of the

port, knowledge sharing, visibility).

267

268

Part eight - Conclusions

to designing the proper configuration of the

lesson learned from cape townâ&#x20AC;&#x2122;s context

actors network in order to support the so-

Emerging opportunities in developing coun-

cietal embedding process, adopting a learn-

tries for PSS design requires a strong adaptive

ing-by-doing approach in each activity.

capacity so as to understand and respond to

It was particularly important to be continu-

the requirements of the environment and its

ously motivated in finding alternative solutions

continuous changes.

to the problems encountered.

A first element to be considered is the impor-

The approach required a strong flexibility in

tance of gaining trust and building ties with the

order to adapt the strategies to the continuous

stakeholders, in particular in the community of

changes, to the actorsâ&#x20AC;&#x2122; perspectives and to the

Lavender Hill where it took several months to

emerging barriers of the context.

gain their respect in order to actually motivate

What emerges from this experience is also

them and influence them in changing habits.

the need to continuously seek for alternative

This is also true for the management of the

solutions, for new tools, for adaptations of the

relationships with the government and the

The designer competencies are also related

contingencies of the innovation process. The design of the online platform represents a new element in the transition path. Its inclusion was essential to overcome the difficulties related came to be the right solution to the limitations related to time and resources availability.

_Chapter one

municipality, who may be initially reluctant

act as an element of social cohesion.

to respond pro actively to new proposals. Yet,

The holistic approach in African culture, refer-

perseverance and well documented arguments

ring to the tendency to view all aspects of life

are the keys to win their trust and help.

interconnected, should be an inspiration for

The importance of social infrastructures is

our culture and the collectivist view of people

particularly relevant in South Africa in two

as interdependent leads to emphasis group-ori-

different ways as solidarity is the main social

ented values and skills.

mechanism of economic survival and may

The Ubuntu motto â&#x20AC;&#x153;I am because you areâ&#x20AC;?

become the key to the system of social and

should be taken as inspiration for a more com-

political resistance.

prehensive approach in the design of PSSs.

This is also true in the health care structure,

People are intrinsically related to each other,

where the community home-based health care

their active inclusion in the development be-

system represents such an important resource

comes part of the solution.

to encourage participation in the community life, to respond to the needs of people and to

269

270

Part eight - Conclusions

strategic design insights for the design of transition paths

_Guidelines for the scaling-up of

_Insights for designing in low-in-

sustainable PSSs

come and developing contexts

This project can be used as a case study for

Some lessons can be learned for future projects

strategic designers as it gives interesting

in low-income and developing contexts.

insights in managing transition paths and

The first one relies in the capacity of institu-

embedding innovations.

tions to enhance the social contract between

It’s the first time that a project can be evaluated

citizens and the state and in this case it is

in this phase of a transition process which is

important to move from projects to govern-

essential to tackle eventual misalignments with

ment-led programs, which require full integra-

the original plan and to reach the proposed

tion into government systems.

goal. Indeed in similar situations it could be

In many cases this could be a strategic move

useful, in order to overcome issues, to in-

to sustain the innovation and spread it in a

troduce the platform and open the strategic

shorter time frame.

management to the online crowd. With the

Another relevant characteristic of the so-

combination of online and offline activities the

cio-cultural context is the diversity of commu-

scaling-up of the PSS can be accelerated and it

nities and the greater complexity of the social

also solves the problems related to the manage-

structure sometimes represented a difficult

ment of a big network of actors, different flows

obstacle to overcome.

of resources and the need of financial support.

The main problem is the scepticism in accept-

In designing transition paths the strat-

ing proposals and projects promoted by the

egies to be applied on the context can

“white community” or foreign people who

be supported by methodologies that

think to solve their problems simply adopting

endorse innovation through a variety of

the western perspective and importing solu-

channels, opening the process both to

tions to be merely adjusted to their needs.

online and “offline” interlocutors.

Cape Town is experiencing a remarkable economic growth and the spread of wealth and

271

_Chapter one

technologies is now reaching even the poorest but the legacy of a class division is still shaping The Fringe relationships between communities. mobility network

new vision: community led innovation

The lesson that emerges here, is not only to abandon the â&#x20AC;&#x153;expert approachâ&#x20AC;? Introduction of but also the designer should position

the online platform

himself rather as a mediator.

project vision: governement support

He needs to observe what surrounds him, not interpreting it, but giving people the voice in explaining their necessities without suggesting the solution.

WC Government Healthcare program

Socio-technical experiment in Lavender Hill

1- Formalisation of the sustainable PSS concept vision

4 - Adjustment of the sustainable PSS concept vision

2 - Design first hypothesis of transition path strategy

...of the transition path strategy

3 - Involve actors in strategic discussion

...of the network of actors

socio-technical experiment phase

scaling-up phase 14 - Adjustment of the sustainable PSS concept vision

9 - Adjustment of the sustainable PSS concept vision 5 - Design of the socio-technical experiments

6 - Involve actors in strategic discussions

7 - Implement socio-technical experiments

8 - Monitor and evaluate socio-technical experiments

...of the transition path strategy

...of the network of actors

10 - Design strategy to support the scaling-up

...of the transition path strategy

11 - Involve actors in strategic discussions

...of the network of actors

12 - Implement actions to support the scaling-up

13 - Monitor and evaluate the scaling-up process

Fig.1 - Highlighting of the phases of intervention of the transition path of the project

incubation phase

272

future developments

As part of a transition process, this thesis

The activities undertaken on the transition

highlights the activities undertaken on the

process set up the favourable conditions to

socio-technical context and on the scaling-up

activate new socio-technical experiments, the

of the innovation but there is space for future

one in The Fringe and the one in Khayelitsha,

development and a continuous management of

giving the opportunity to develop the project

the transition is required.

vision that considers the intervention of the

Furthermore, with the introduction of the

WC Government as project promoter.

online platform, a monitoring phase is required

Simultaneously, the online platform opens

to test it and refine it.

the path towards a new vision, where the

The online community could lead to the acti-

online community can activate other projects

vation of new projects or the implementation

or change the configurations of the existing

of existing ones and this possible developments

scenarios. This interesting vision should be

must be taken into consideration.

monitored and tested in the future develop-

Fig.1 - The evolution of the transition path and the turning point created from the introduction of the online platform.

ment of the project.

The Fringe mobility network

new vision: community led innovation Introduction of the online platform

project vision: governement support

WC Government Healthcare program Socio-technical experiment in Lavender Hill

/1 1- Formalisation

4 - Adjustment

9 - Adjustment

14 - Adjustment

273

Experience considerations

Designing within the African environment is a

Being in South Africa at that particular time,

challenge and a great opportunity for a young

between the World Cup and World Design

designer, especially for those who come from

Capital 2014, was a great opportunity to be

countries with an old and established design

involved in this socio-economical shift and the

culture like mine.

vibrant and fresh design culture has inspired

The opportunity is to be the interpreter of two

me in so many aspects, but the most important

paradigms: western society, with its expertise

side of this experience is that I could really see

and its complexity needs urgently to build a

design opportunities in terms of changing be-

new model for the future and Africa can be the

haviours, involving communities and making a

inspiration and connection between this old

real difference in many peopleâ&#x20AC;&#x2122;s lives.

approach and the new one.

Several problems and worries, as safety, eco-

South Africa at the moment is a living hub of

nomical and environmental issues, are now

innovation and creativity. They are currently

shared in both western and emerging countries

experiencing a shift, on economical, political

and investigating on the mechanisms, the

and social point of view, and whenever these

relationships and the values behind success-

particular situations occur we can face inter-

ful practices could help to stimulate westerns

esting opportunities with a fertile environment

paradigm shift.

for change.

This thesis gave me the opportunity to be in-

Design is engaging with real issues and the

volved in a project with a real context applica-

design thinking process can help in the solu-

tion and, with its challenges and barriers, was

tion of social ad economic problems. In my

determinant in broadening my knowledge and

personal experience in Cape Town I felt for

skills to best complete my academic career.

the first time to be part of a change, a shift in thinking. I had the opportunity to be involved in many community and social activities, all of them related to design as a catalyst for change.

274

Acknowledgements

This thesis has been an incredible journey and

Bicycle Cape Town and the inspiration I got

left me life experiences that I will always keep

from my experience at ...XYZ Design, thanks

in my best memories.

to Roelf, Rob and Byron for believing in me

First of all I would like to thank Professor Carlo

and continuously encouraging me.

Vezzoli for tutoring me, giving support, inspi-

Then a special thanks goes to the people who

ration and always believing in the project.

came along in my studies, being great col-

A very big thank to my parents who supported

leagues and friends for life: Kathrin, Masha and

me during all my studies and especially during

Mathilde.

my experience in Cape Town and who always

To my best friends for many years, Arianna,

motivated me in achieving the best results.

Emanuela and Iris, a big thanks for always

To my brothers and travel buddies, Emanuele

being present and making time and distances

and Antonio, who are always there when I

donâ&#x20AC;&#x2122;t matter.

need.

I am thankful to those who showed me their

A very special thanks goes to Andrew, my

support and affection over time, Daniele,

inspiration, my tutor and friend in Cape Town,

Federico, Lorenzo and Elena.

who made my experience so memorable.

My gratitude goes to Andrea, for his care and

And with him all the amazing people I met

consideration during all these years.

in South Africa and I will always keep in my heart, Barbra, Max, Teddy, Theo, Charme,

Lastly, I would like to dedicate this thesis to my

Chris and Nick.

grand parents, who always supported me and

My profound gratitude goes to Mugendi for

who represent my inspiration for the future.

being such an inspiration and a life teacher and thanks to Fagodien and the people from Lavender Hill for making me feel at home in their community. Many thanks to all the people involved in BEN,

275

References

books System Design for Sustainability - Carlo Vezzoli, Maggioli Editore, 2007 Design for sustainability: a global guide - Dr. M.R.M. Crul and Mr. J.C. Diehl, Delft University of Technology, The Netherlands, Faculty of Industrial Design Engineering We Think - The power of mass creativity - Charles Leadbeater - 2008 The introduction and scaling up of sustainable Product-Service Systems. A new role for strategic design for sustainability - Doctoral Dissertation of Fabrizio Ceschin, Politecnico di Milano 2012

articles and papers System Design for Sustainability: a promising approach for emerging and low窶進ncome contexts Carlo Vezzoli, INDACO Department, Politecnico di Milano Managing the introduction and scaling-up of sustainable Product-Service Systems: towards a system innovation approach for practitioners - Fabrizio Ceschin1, Rob P.J.M. Raven2 Designing Resilient, Sustainable Systems - Joseph Fiksel, Eco-Nomics LLC, Ohio Product-Service Systems and Sustainability: opportunities for sustainable solutions - E. Manzini, C. Vezzoli, UNEP 2001 Visions for 2050 - World Business Council for Sustainable Development Why is Open Hardware inherently sustainable, article by Michel Bauwens, Terra Futura festival

276

Working Wikily - D. Scearce, G. Kasper, H. McLeod Grant, Stanford Social Innovation Review, Summer 2010 An empirical examination of the antecedents and consequences of contribution patterns in crowdfunded markets - G. Burtch, A. Ghose, S. Wattal, October 2012 Crowdfunding: Tapping the Right Crowd - P. Bellammey, T. Lambertz, A. Schwienbacherx, 2012 The Dynamics of Crowdfunding: Determinants of Success and Failure, E. Mollick - The Wharton School of the University of Pennsylvania, 2012 Open Innovation 2012 - The European Commission, Directorate-General for the Information Society and Media, 2012 Implementing Open Innovation beyond the pilot stage: barriers and organizational interventions D. Luttgens, D. Antons, P. Pollock, F. Piller RWTH Aachen, Technology and Innovation Management Group, October 2012 What the NHTS reveals about Non-Motorised Transport in the Republic of South Africa - Roger Behrens, Department of Civil Engineering, University of Cape Town, 2005 Methodological problems in the analysis of changing abitual travel behaviours over time R. Behrens, R. Del Mistro, Department of Civil Engineering, University of Cape Town Explaining the apartheid city: 20 years of South African urban historiography - P. Maylam, Journal of Southern African Studies, Vol. 21, Taylor and Francis Ltd.

277

Transport problems associated with poverty in South Africa - LA Kane, Urban Transport Research Group, Dep of Civil Engineering, University of Cape Town Hierarchies of care work in SA: Nurses, social workers and home-based care workers - F. Lund Unpacking the relationship between rural healthcare, mobility and access - M. Mashiri, G. Maponya, S. Dube, J. Chakwizira, B. Marrian Appropriate mobility for improved access to health care services in rural communities. A case study of the bicycle ambulances project - P. Kayemba, FABIO Team

official documents and reports South African National Household Travel Survey 2005, South African National Department of Transport Department of Health 2011/12 Annual Report, WC Government Department of Health, Cape Town Department of Transport and Public Works Annual Performance Plan for 2012/13, WC Government 2012 Mobility=Health: The impact of bicycle mobility on healthcare caregivers and their clients in Zambia Centre for Global Health and Development, Boston University for World Bicycle Relief, 2010

278

thesis Sunride: design and implementation of a sustainable mobility PSS in Cape Town, E. Delfino, S. Remotti, PSSD Master Thesis, 2012 Kanga: a sustainable system design for the transportation of learners with disabilities in Cape Town-South Africa, Hazal Gumus, PSSD Master Thesis, 2009 Ciclo: design of a sustainable Product Service System for waste collection in Rio de Janeiroâ&#x20AC;&#x2122;s low income communities, K. Dimai, PSSD Master Thesis 2012

www benbikes.org.za

openstreetscapetown.blogspot.it

sustainabilitymaker.org

capetownbicyclemap.co.za

sustainable-everyday.net

moonlightmass.co.za

transportandsociety.com/africapages capetownpartnership.co.za

photo credits

bicyclecapetown.org

Leonie Mervis: wildfirecreative.co.za

transaid.org

Lynn Street: BEN bikes

mobilityandhealth.org

futurecapetown.org

saine.co.za/wordpress

capetowndailyphoto.co.za

futurecapetown.org dddxyz.org kickstarter.com openideo.com changemakers.com ideasproject.com

279

legend

Icons used in thesis:

Info and curiosities

Case study

Definition

Survey

Icons used in the maps:

University

NGO / company

Public institution

Production company

Online community

Driver

Vehicle

Bicycle

Tourists

Elderly

People with disabilities

Cycling communities

Health care workers