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From 1 July - December 2017, Dialogic facilitated a learning trajectory on behalf of the Ministry of Infrastructure and Water Management (IenW) regarding launching customership: utilizing one's own purchasing power or assets to drive new innovations. The aim of this trajectory was to explore how this role as a launching customer is or can be structured within the executive organization Rijkswaterstaat, through various projects in the fields of sustainable energy, smart & green mobility, and circular economy.
The study concludes that a lot is happening within the Ministry of IenW to drive innovations, but at the same time, various obstacles are experienced in achieving successful innovation applications. These bottlenecks can roughly be categorized into four areas:
- The interaction between policy and execution
- The internal organizational structure and culture
- The interaction between policy, execution, and the market (co-creation, procurement)
- Scaling challenges
To make structural improvements in the innovation process around launching customership, it is not sufficient to tackle all obstacles separately. It requires a restructuring of the innovation chain. Key success factors (in broad terms) include:
- Promoting an innovation culture with corresponding organizational processes
- Raising the bar for potential suppliers ('pull')
- Participating in the development of quality supply ('push')
- Supporting the further rollout and scaling of innovations
These obstacles and success factors are elaborated upon in the report.
