MS Machbarkeitseinschätzung für einen Organisationsevolutions-Accelerator



Contract partner: TRAIN Consulting GmbHCountry: Indien Funding amount: € 20.000,00Project start: 01.05.2016End: 31.01.2017

Short Description:

Overall goal


The feasibility will assess the possibilities to organize an organizational evolution accelerator with the outcome innovations improve the organizational effectiveness of startups in low-income markets, for more efficiency and better implementation of business plans. The feasibility will assess the legal, economic, social and technical feasibility of such an endeavor.


Expected results


In each phase of the project, a number of startups and SMEs will benefit from innovations in their organizational structure, with 50 startups over five years (six in the pilot phase of the feasibility). The core emphasis of this project will be to ensure the most efficient use of resources in startups by improving organization systems. However, as these innovations are adapted, jobs will be created in the startups. On an average, the team size of each startup is expected to increase by 20 thus creating 1.000 jobs. The indirect beneficiaries of this project would include the end consumers of the innovations accelerated. The 50 startups are expected to benefit 1.248.000 people directly in the first three years of operations.


Target group / Beneficiaries


Startups are working to address India’s development needs through business innovations. However, the innovation ecosystems that these enterprises operate in are dynamic by nature and constantly evolving. The speed of this change (e.g. through digitalization) and the complexity in today’s markets has increased radically. At each stage of this evolutionary development, the processes, structural and cultural attributes underpinning organizational systems must be adapted to changing surroundings for an organization to remain successful. Startups that fail to evolve their systems experience challenges across a range of dimensions including operating efficiency, employee motivation, communication, planning and role definition. In the last decade, developed markets have witnessed a gradual shift away from traditional organizational structures, which have typically emphasized hierarchies, chain of command, control, and carrot-and-stick approaches. New paradigms, which encourage empowerment and self-organizing for an evolutionary purpose, are paving the way forward for increased agility, efficiency, transparency, innovation, accountability and personal well-being.


Activities


The partnership aims to leverage train consulting’s knowledge of organizational systems and Ennovent’s experience in accelerating innovations in low-income markets. The benefit of this expertise will help the selected startups bridge gaps in their organizational systems. The project’s key components are:

1. Discover: Focus on identifying organizational system innovations globally, as well as startups to pilot test the innovations. Crowdsourcing and Pyramiding methodologies will be employed to ensure high quality and diversity of innovations and startups.

2. Finance: Through the finance component, the accelerator will provide financial assistance to the shortlisted startups. This funding will be utilized specifically for the purpose of testing out organization system innovations that were selected for piloting.

3. Startup: The accelerator will aim to design, implement and monitor lean pilots to test the selected innovations through startups. Each innovation will be adapted to the corresponding startup and an emphasis will be made on putting in place monitoring systems to assess the effectiveness of the innovations being tested.

4. Scale: Growth and impact of the accelerated innovations will be increased. The accelerator will support the startups for a year after the launch of the new organizational systems to make sure the systems are further adapted.


Context


The project was submitted in the framework of the Social Entrepreneurship Challenge 2015.

project number2522-11/2016
source of fundingOEZA
sector Industrie und Gewerbe
tied20000
modalityProject-type interventions
marker
  • Policy marker: are used to identify, assess and facilitate the monitoring of activities in support of policy objectives concerning gender equality, aid to environment, participatory development/good governance, trade development and reproductive, maternal, newborn and child health. Activities targeting the objectives of the Rio Conventions include the identification of biodiversity, climate change mitigation, climate change adaptation, and desertification.
    • 1= policy is a significant objective of the activity
    • 2= policy is the principal objective of the activity
  • Donor/ source of funding: The ADA is not only implementing projects and programmes of the Austrian Development Cooperation , but also projects funded from other sources and donors such as
    • AKF - Foreign Disaster Fund of the Austrian federal government
    • BMLFUW - Federal Ministry for Agriculture, Forestry, Environment and Water
    • EU - Funds of the European Commission
    • Others - various other donors are listed in ADA’s annual business report.
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  • Tied/Untied: Untied aid is defined as loans and grants whose proceeds are fully and freely available to finance procurement from all OECD countries and substantially all developing countries. Transactions are considered tied unless the donor has, at the time of the aid offer, clearly specified a range of countries eligible for procurement which meets the tests for “untied” aid.