How do innovations move from the edges to the core of what an organization does? For maximum impact, innovations must cease to be innovative and become institutionalized and normalized.

Innovation portfolio management enables not only commercial actors but also public sector organisations to systematically manage and prioritise innovation activities according to concurrent and diverse purposes and priorities. It is a core component of a comprehensive approach to innovation management and a condition to assess the social return of investment across an entire portfolio. The OECD Observatory of Public Sector Innovation (OPSI) has worked in this space for a number of years.

For most development organisations and funders, innovation remains a sprawling collection of activities, often energetic, but largely uncoordinated. To a dregree, this has also been the case for Iceland's development co-operation. Iceland, a comparatively small but energetic player in the international development co-operation system, provided the equivalent of 0.28% (roughly 67 million Euro) of it 2021 gross national income towards Official Development Assistance.

The OECD InDeF team developed a portfolio approach to innovation. A portfolio approach takes a balcony view on innovation which helps organizations align innovation processes, resources and performance with organizational objectives and enables them to track innovation with a view to scaling. Coached by the OECD team, Enabel colleagues in Benin, Morocco and Palestine piloted this portfolio approach by reviewing their current innovation supporting activities and investments against a set of key criteria.

In the face of the climate emergency, around 140 countries, which emit close to 90% of the global greenhouse gas emissions, are planning to reduce their emissions to as close to zero as possible (known as net zero) in the upcoming decades. Around a third of these are low- and middle-income countries (LMICs), the countries most affected by climate change. So how can countries in the Global South achieve a socially-just transition? One key element is innovation, and potentially mission-oriented innovation.

This Quick Reference Guide complements the “Contract Farming Handbook – A Practical Guide for Linking Small-Scale Producers and Buyers through Business Model Innovation” of the German Agency for International Cooperation (GIZ). The GIZ methodology provides a hands-on and process-oriented approach for practitioners interested in upgrading existing or developing new contract farming schemes that are inclusive for small-scale producers and their farmer organisations.

The “Green Innovation Centres for the agriculture and food sector” (GIC) project, implemented by the GIZ, aims to enhance the agricultural value chains in various countries by promoting sustainable practices and innovations. The “Atingi”-platform, which was created as part of the project, can be seen as a knowledge hub that provides access to the various knowledge outputs of the initiative.

The Federal Ministry for Economic Cooperation and Development cooperation (BMZ) commissioned the Global Project “Green Innovation Centers for the Food and Agriculture Sector” (GIC) to intensify measures to combat Post Harvest Losses (PHL). In this context, a study on the economic sustainability of post-harvest investments has been conducted in June 2023. The objective of this study is to provide an objective and economically differentiated analysis of investments targeting PHL in the selected partner countries.