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DBSA:

Pulse of innovation in Southern AfricaInnovation and Entrepreneurship (I&E) is one of the eight key strategic thrusts of the Development Bank of Southern Africa (DBSA). The Bank identified a real need to develop a widely accepted strategic approach towards innovation to address development challenges.

Jayshree Naidoo, Manager: Innovation and Entrepreneurship uring the 2008/9 financial year, the Bank established an Innovation and Entrepreneurship function to foster a culture of Innovation and Entrepreneurship in the Bank and to introduce a different approach to build capacity, says DBSAs I&E Manager, Jayshree Naidoo. 01ceo vol 9 no 3 2010

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Naidoo recently completed a research study that was aimed at identifying the key drivers for innovation and entrepreneurship within the DBSA as part of her MBA studies. The research study found that the key drivers are Management Support, Performance Management with specific focus on Reward, Innovation Capacity and Time Availability. The I&E function of the DBSA does, however, not stop with the above-mentioned functions. It has also been tasked to identify I&E champions and equip them with the relevant tools, techniques and skills, to host regular idea generation sessions that will bring in new ideas offering better services or products to the Bank, to provide advisory services on I&E for Public Service Organisations, to ensure a system of open innovation within the DBSA that allows all staff to participate and share best practices, to ensure reward and recognition mechanisms are in place for staff and champions for innovative efforts, to engage stakeholders, both within the DBSA and externally, in finding innovative solutions for organisational and socio-economic challenges, to provide a centre of expertise that promotes collaboration and best practice that ensures replication and to identify corporate entrepreneurship in practise and promote replication. Naidoo, who initially joined the Bank as Manager: Group Strategy, has launched the I&E function of the DBSA. The countrys innovation environment is largely influenced by mandate, strategic regulations and plans, strategic leadership, management policies and practices. There is recognition that forces of innovation are largely driven by its employees, client demands, other development finance suppliers and new market entrants, she says. According to Naidoo, the I&E function will have a direct impact on the Innovation and Corporate Entrepreneurship thrust, as well as an indirect impact on the following:

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Strategic Focus and Alignment Alignment to Corporate Strategy (one of the eight strategic thrusts), delivering on Development Agenda, addressing binding constraints and priority sectors and embedding a culture of Innovation and Entrepreneurship within the DBSA. Idea Generation Building internal capacity by equipping I&E champions and staff with idea generation skills and knowledge through Innovation Circles. To host regular Idea Generation Sessions with champions and staff that address development challenges. Innovation Hosting of dialogues, think tanks and workshops that are aimed at identifying possible innovations, both internally and externally, and the creation of project piloting opportunities. Knowledge Management Synthesise key outcomes of workshops and discussions and distill lessons from innovation projects identified for dissemination internally and externally through the knowledge facilitation function. Entrepreneurship Development Ensuring project sustainability through the application of entrepreneurial principles within the DBSA and ensure alignment in monitoring and evaluation principles and practices. Strategic Partnerships Building partnerships with external innovation and entrepreneurial organisations to create platforms for collaboration. Enterprise Development and Support Optimising the use of the Enterprise development Pillar, which is part of the BBBEE framework, to support initiatives and the inclusion of projects that are internally focused or those that could impact externally (Municipalities, State-owned enterprises). Project Origination Innovative project origination that addresses key development challenges at a grass root level. Incubation of new ideas in order to grow them into them in sustainable projects within DBSA.According to Naidoo one way in which the DBSA is contributing towards achieving this was through their champions model. Champions are DBSA staff members from various business units, who participate in I&E activities and have allocated a percentage of their working day to this deliverable on their performance plans. Champions receive formal training on various innovation tools and techniques and have a common understanding of the role of innovation, she explains. She elaborates that these champions play an advocacy role by driving an I&E culture in their respective divisions in the various business areas of the Bank. The champions have been identified and trained on practical tools and techniques that will assist them in facilitating discussions by identifying projects and initiatives that aid in innovation and corporate entrepreneurship delivery. In addition to the formal training received the champions also have the opportunity of engaging with key stakeholders and industry leaders at internal and external events, Naidoo adds. The DBSA has created the Inno-Pulse room a vibrant space to spark innovative thinking. The decor of the room is themed according to the different tools that will be used within the DBSA to enhance creativity and idea generation. The colours are that of Six Thinking Hats an Edward De Bono Tool that has been adopted for use within the DBSA for Innovation facilitation. The room is a space available to all staff that aim to stimulate idea generation, solve problems and plan for projects in a creative environment. This space will give champions the opportunity to interact with their units and divisions in a fun, yet productive manner, Naidoo explains. The Inno-Pulse room is modelled on similar spaces in other organisations that have proven to add value to the Innovation Process by employing entrepreneurial thinking and negotiating with the various divisions and stakeholders.

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We have also decided to leverage off existing IT infrastructure and not invest in costly software for the purposes of collecting and evaluating ideas from staff. The Innovation team engaged with internal developers to use the SharePoint platform to create a form system were ideas could be submitted by staff using the Six Thinking Hats methodology and evaluated using Lateral Thinking harvesting criteria, all champions have been trained on both these De Bono tools, she adds. On an external basis, a two-day Conference on Innovation and Entrepreneurship was hosted during the Global Entrepreneurship Week in November 2009. A total of 100 guests attended the conference, which entailed 23 presentations from senior Innovation and Entrepreneurship leaders that represented private, public and the academic sectors. The opening address was delivered by the Deputy Minister of Science and Technology, Mr. Derek Hanekom. The week also included a day conference for Youth, aged 15 to 18, a University conference and a DBSA staff day. The University conference was co-hosted by Students in Free Enterprise SA (SIFE). The aim of this conference was to introduce and inform the university students about SIFE as well as educate them on varied entrepreneurship and innovation skills and techniques. Some of these universities included: The University of Cape Town, The University of Johannesburg, The University of Pretoria, Durban University of Technology, Walter Sisulu University and The Design School of South Africa, to name a few. Business Education Design (Pty) Ltd addressed the 01ceo vol 9 no 3 2010

students and initiated the entrepreneurship skills workshop for the day. The workshop was based on a skills programme developed by Business Education Design (Pty) Ltd titled Give yourself a Job. The youth conference was sponsored by City of Johannesburg & co-hosted by Junior Achievement South Africa (JASA). The purpose of JASA is to prepare young people for life after school by raising their awareness of economic issues, teaching them entrepreneurial and life skills, providing them with an understanding of the business world and enhancing their sense of personal responsibility through practical business experience, Naidoo explains. Operational in all South African provinces, JASA not only aims to develop entrepreneurial and business skills in young people but also to provide the life skills required to become active citizens, through a range of programme interventions. Students are encouraged to exercise their rights as well as their responsibilities in a balanced way. The students played a Financial Literacy Board Game in teams, the board game was named: More than Money and was designed to teach young people how to manage their money. The second phase of the programme was a talk titled My Money Business that taught the students how to save and spend their money. The staff day was aimed at creating an awareness of the Innovation and Entrepreneurship week by running idea jam sessions with staff. The sessions used Lateral Thinking Tools to get staff to solve for operationally focused problems by coming up with innovation ideas.

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During the past year, the Innovation team has engaged with many external stakeholders involved in Innovation and Entrepreneurship. The intention of these engagements was to assist with capacity creation and replicate the DBSA model were possible. The Bank has hosted several public sector organisations providing insight into the practical application of the methodology used to create a focus on Innovation and Entrepreneurship. The DBSA case study has also been presented at several conferences and linkages are made on an ongoing basis to effectively provide a platform for collaboration, Naidoo elaborates. DBSA is one of the founding members of the South African Innovation Network (SAIN) which was founded in July 2009 - and provides a platform for learning, sharing and talking innovation. SAIN aims to activate the triple helix principle in South Africa where government, academia and industry come together and collaborate to find new solutions and create real value. This network aims to become the ultimate innovation standard-setting platform in South Africa. The main aim of the activities associated with the innovation network is to remedy the current lack of reliable data on innovation related topics as well as contribute to information on progress made in South Africa on innovation, says Naidoo. Naidoo herself was nominated to participate on the Innovation Systems Leadership Programme piloted by the Cooperation Framework on Innovation Systems between Finland and South Africa (COFISA). At the event

we came up with ideas roles and commitments on how to take main learning points, like collaboration and building innovation, networks further, she adds. Governments focus on innovation is aimed at establishing a vision and framework for supporting and encouraging a drive towards becoming a more innovative country. Innovation carries the potential for introducing ideas for new products, services and solutions to address some of the challenges faced and we at the DBSA are doing our part in facilitating such innovative thinking. According to the National Advisory Council on Innovation (NACI), science, technology and innovation can contribute significantly to economic growth and to the improvement of the quality of life of people. NACI further argues that South Africa has to manage a dual innovation system. On the one hand, it has to promote innovation for international competitiveness (like highly industrialised countries) and on the other hand, it also has to utilise innovation for combating national development challenges such as poverty, educational deprivation and unemployment among large sections of the population. Both these aspects tie in closely with the DBSAs strategy towards a prosperous and integrated region progressively free of poverty and dependency, Naidoo says. In 2010 the DBSA is planning to focus specifically on building close ties with the public sector in order to increase capacity for innovation. We will also be looking at more sustainable solutions to deliver innovation to municipalities in South Africa, she concludes.