Use case
"Ready to Scale?" From Innovations to System Change
Innovations are crucial to tackling global challenges like food security and climate change. However, implementing new ideas on a large scale often proves difficult in practice. The Scaling Readiness approach, developed by Wageningen University & Research (WUR) and CGIAR, supports researchers and project teams in systematically enhancing the impact of both technical and social innovations. “With Scaling Readiness, we can increase the success of innovations and use our resources more efficiently,” says Marc Schut of CGIAR.
From successful pilots to impact
“Pilots never fail, pilots never scale,” states Marc Schut, Senior Innovation Portfolio Manager at CGIAR. “Scientists often work under controlled conditions, making their innovations—like new crop varieties or financing methods for farmers—successful. However, there’s a large gap between these brilliant solutions and their impact in the real world. Many innovations remain unused because no one planned the necessary steps to implement them in the ‘real world’ on a broader scale.”
Schut, together with Cees Leeuwis, Professor of Knowledge, Technology & Innovation at WUR, and colleagues, developed the Scaling Readiness approach over recent years. While its name resembles "Technology Readiness" (a term used by NASA focused on technology), Scaling Readiness goes a step further. “We go beyond technology to look at the economic and social processes required for an innovation to create real-world impact,” Schut explains. This broader focus is logical given CGIAR and WUR’s projects also focus on non-technological innovation in agricultural systems, such as behavioral or policy change.
The Scaling Readiness approach
Scaling Readiness begins by assessing the maturity of an innovation (innovation readiness) and its use within society (innovation use). Both are scored on a scale from 0 to 9. A low score means the innovation is still in development or testing, while a high score indicates it has been successfully tested in real-world conditions and is widely available and used by its target audience.
One of the critical questions Scaling Readiness addresses, according to Leeuwis, is: “What other changes are needed in the context where the innovation will be applied?” This helps researchers identify the crucial factors for success. “You need to know the conditions for scaling and view the innovation as part of a broader package of interdependent changes, including social and organizational innovations,” he adds.
The method also considers the surrounding environment and the stakeholders involved in scaling the innovation. Researchers identify bottlenecks and opportunities to prioritize actions and maximize results. Based on these insights, a scaling and evaluation plan is created, focusing on collaborations and resources to address challenges and advance the innovation.
In Practice: sweet potato puree
A good example of Scaling Readiness in action is the sweet potato puree project in Kenya, Malawi, and Uganda. This puree, made from vitamin A-rich sweet potatoes, was promoted to improve nutrition and income security. Supported by Scaling Readiness approach, the project considered the technological, social, and economic components as an integrated package.
Despite its strengths, the project left room for improvement. For instance, it didn’t systematically identify the most urgent obstacles, leading to a lack of focus. Existing partnerships heavily influenced the direction of the scaling process, limiting new ideas. These insights have since been incorporated to refine the method further.
Gender and inclusion
Another vital aspect of Scaling Readiness is inclusivity. “Many innovations unintentionally harm vulnerable groups like women, youth, and low-skilled workers,” explains Leeuwis. To address this, the WUR-led GenderUp project added a dimension to the method that maps the diversity and impacts of innovations on various groups. “We used a discussion-based approach with Miro boards to systematically identify potential risks for different groups. This helped us design innovation packages that better meet the needs of diverse audiences, including mitigation options where needed,” says Leeuwis.
"Scaling Readiness supports organizational culture change"
Scaling Readiness is now central to CGIAR’s workflow. Schut highlights how it has become a key tool for monitoring and assessing CGIAR’s innovation portfolio. “It has triggered an organizational cultural shift. The method is now used to map a large part of our portfolio and prepare innovations for real-world impact,” he notes. The focus isn’t solely on high-potential innovations; the method also looks at ways to advance less mature innovations in an efficient and responsible manner.
Leeuwis stresses that Scaling Readiness is not about achieving short-term successes: “Most innovations take at least 10 to 15 years to create impact. Scaling Readiness considers this and helps plan a sustainable, realistic path to impact.”
Making Transition Complexity Manageable
“Scaling Readiness is, in my experience with CGIAR and beyond, a powerful tool to make the complexity of scaling manageable,” says Schut. The approach requires continuous evaluation and learning, ensuring progress without losing sight of the bigger picture. “Too much focus on transitions without actionable steps can be paralyzing. Scaling Readiness helps us make tangible progress,” he adds.
Looking ahead, Leeuwis sees opportunities to further develop the method. “I hope we can focus more on understanding how innovations contribute to transitions and how we can better understand that process,” he concludes.