Mission oriented innovation policy

“Missions are measurable, ambitious and time-bound targets that have the potential to become one of the most significant vehicles for change. They work to tackle complex challenges such as climate change and global health challenges, by taking a purpose-oriented, market-shaping approach. The public sector takes an active role in convening and coordinating actors around complex, cross-sectoral issues that cannot be solved by individual actors alone.  Achieving carbon neutrality by 2030 is an example of a mission-oriented innovation approach to formulating climate goals.”

https://oecd-opsi.org/work-areas/mission-oriented-innovation/

“Mission-oriented innovation provides a policy framework for tackling the grand challenges facing governments today. The facet model supports governments to formulate measurable, ambitious and time-bound goals, and is often supported by three interlinked policy structures: institutional entrepreneurship and mission governance that enable collaboration and experimentation, available funding for a portfolio of missions, and the adoption of outcome-based procurement. Mission-oriented innovation thereby supports inclusive governance, progressive politics, generative environments and systemic impact.”

https://oecd-opsi.org/publications/facets-mission/

https://oecd-opsi.org/work-areas/mission-oriented-innovation/

“A mission-oriented innovation includes any new or improved technological, social and organisational solution (product, process or service) that aims to respond to one or several of the grand societal challenges (missions) and create public value to society (e.g., climate mitigation, clean oceans, sustainable economic growth and well-being etc.).

Supporting the development and diffusion of such innovations often requires specific policy interventions. Mission-oriented innovation policy is a co-ordinated package of policy and regulatory measures specifically tailored to mobilise innovation to address well-defined societal objectives  in a defined timeframe. These measures can span across different stages of the innovation cycle, from research to demonstration and market deployment, mix supply-push and demand-pull instruments and cut across various policy fields, sectors and disciplines.”

https://oecd-opsi.org/work-areas/mission-oriented-innovation/

“While many factors influence missions, current evidence indicates that mission-oriented innovation is often enabled by three interlinked policy structures: institutional entrepreneurship and mission governance, funding missions and public procurement.

• Institutional entrepreneurship highlights the need for an institutional infrastructure to discuss, design and implement the directions of innovation systems. This can include the creation of new or repurposing of existing co-ordination mechanisms (e.g. missions boards created by the European Union) as well as the creation of innovation and policy labs.
• Funding is an important factor in mission-oriented innovation, especially in regard to its influence on policy co-ordination, institution building and risk taking. Governments can repurpose or upgrade existing funding mechanisms or institutions to be more mission-oriented or create entirely new funding mechanisms and institutions.
• Public procurement is one of the key enabling conditions for mission-oriented policies. It is a demand-based instrument to incentivise private and third-sector partners to generate new solutions or adjust their production-related processes to a mission.”

https://oecd-opsi.org/publications/facets-mission/

~~DISCUSSION|Discussion Section~~