Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects. The Global Challenges Research Fund (GCRF) will invest up to £9.3 million in demonstration-stage projects. The projects must have the potential to transform lives in developing countries, through market-creating innovation. We will support projects that address one of ten global societal challenges recognised in the UN Sustainable Development Goals (SDGs) through the development of innovative processes, products and services. These projects should lead to the deployment of those innovations within developing countries. Find out more: https://ktn-uk.co.uk/news/webcast-gcrf-demonstrate-impact-competition-briefing-round-2-how-to-increase-impact-through-innovation-in-developing-countries

1. GCRF: Demonstrate impact in
meeting the Sustainable
Development Goals – phase 1
Jo Hill, GCRF Programme Manager
March 2020
https://apply-for-innovation-
funding.service.gov.uk/competition/443/overview
13/03/2020

2. • About GCRF
• Demonstrate Impact – aims
• Competition structure
• Scope
• Basic Eligibility Criteria
• Key Dates and Contacts
Agenda

3. A £1.5bn ODA-sourced UK Govt research and
innovation fund (launched 2016)
Managed by the Department for Business,
Energy and Industrial Strategy
To support cutting edge R&I that addresses
global issues affecting developing countries
Delivered by: UKRI, UK Space Agency, UK
Academies, Royal Society, HE Funding bodies
2019! New Innovation and Commercialisation
strand of work in GCRF
https://www.ukri.org/research/global-challenges-
research-fund/

4. Support businesses to work with end
users and others and test the
feasibility and viability of a new
solution within the socio-economic
context it will be used in. This critical
for its adoptability and deployment.
Demonstrate Impact – why?
Affordable, appropriate and scalable
commercial solutions to important
development challenges could be applied, but
for various reasons are not yet in place
Our Assumptions
Business Challenges
• Reluctant to enter new markets
due to financial risks
• Investment to support this is
lacking, eg. don’t want new
technology + new market risk
Users and Customer Challenges
• Limited resources and opportunities
to seek and experiment with
innovative approaches and solutions
• Reluctant to buy unproven solutions

5. Demonstrate Impact - aims
• Enable businesses to demonstrate the potential impact of an innovative commercial
solution (product, service, business process) in a real-world context in a developing
country.
• Support projects (and businesses) that show excellent potential for transformative,
positive change in developing countries.
• Transformative change? Ideas that are:
• Likely to lead the creation of markets
• Boost the related infrastructure and value chains attached to those markets
• Create jobs, all within the partner developing country
• Support demonstration-stage innovations (pre-commercial in that market) that need
further R&D (technical feasibility, affordability, appropriateness and attractiveness to
users, customers and other stakeholders in the developing country).

6. Demonstrate Impact - aims
ü Solution = responding to a felt need, demand or
gap in market
ü Solution = technology + business model +
financial model (ie. not just technology
demonstration but how it will be used)
ü Solution = high socio-economic impact potential
and clear pathways to impact mapped out
ü Project teams = businesses + potential end users
+ other stakeholders
x – tech push from UK / parachuting in
ideas lacking context

7. What does success look like?
ODA/Primary outcomes:
- Poor and disadvantaged people in
developing countries access and benefit
from innovative and affordable products
and services developed and deployed
- These benefits include:
• direct benefits from availability of a
new product, process or service
• benefits from creation of markets, the
related infrastructure and value
chains attached to those, and job
creation within the partner
developing country
Secondary outcomes:
As secondary outcomes businesses are able
to:
• test the applicability of processes,
products or services in new markets
• find new R&D partners, and
potentially new markets, for their
products and services.

8. Competition
structure

9. Competition structure
Phase 1 – Discovery
Why
What
How
much
Investigate market feasibility of
a potential prototyping phase
and prepare robustly
Human-centred design required
Technical feasibility optional
Up to £60k grant for up to 6
months
Phase 2 – Prototype
Explore applicability and
appropriateness of solution in
that market + refine/modify
Demonstration-stage R&D
either Ind Research or
Experimental Development
Up to £500k for 1-3 years

10. NEED DEMAND
• A need for clean water will not always lead to a demand to buy
water filters
• A need to go to the gym will not always lead to buying a gym
membership
• Gain insight into how users behave and what they really want
• Not rush into launching something that won’t work
• Avoid getting tunnel vision on the technology
HCD Benefits

11. Why phase? Why feasibility studies?
Phase 1 – Feasibility Studies
Why
What
How
much
Investigate feasibility of a
potential demonstration phase
and prepare robustly
Human-centred design and/or
technical feasibility
Up to £60k grant for up to 6
months
Phase 1 is to enable project teams to:
• identify all partners for a
productive, successful phase 2
• plan how to demonstrate the
innovation effectively in the
partner developing country
• gain confidence in the feasibility,
viability and desirability of the
innovation, in that market

12. Competition structure
Phase 1
application Selected
projects
approved
Phase 1 grants
awarded and
executed
Phase 1
Report
submitted
Phase 2
application
Selected
project(s)
approved
Phase 2 grants awarded and
executed
Phase 2
projects
completed
Assessment
Up to 6 months
1 month
Report reviewed
and invitations
sent out
Assessment
Up to 3 years

13. Scope

14. Competition details
Up to
£9.3m
,
£1.8m
for
To be in scope the project has to do the following
Gender
equality and
social inclusion
10 SDGs
DAC list
country
Demo-
ready
innovation ODA
eligible

15. Tell us which of these SDGs you are
focussing on – maximum two

16. Tell us which SDG targets you are aiming
to meet
Sample targets from SDG6…
6.1 By 2030, achieve universal and equitable access to safe and affordable
drinking water for all
6.2 By 2030, achieve access to adequate and equitable sanitation and
hygiene for all and end open defecation, paying special attention to the
needs of women and girls and those in vulnerable situations
6.3 By 2030, improve water quality by reducing pollution, eliminating
dumping and minimizing release of hazardous chemicals and materials,
halving the proportion of untreated wastewater and substantially increasing
recycling and safe reuse globally
Ensure
availability and
sustainable
management of
water and
sanitation for all

17. What is Official Development Assistance?
Aid, provided by
donor governments
and their agencies
(Measure of
country’s
investment in it)
For the economic
development and
welfare of a set of
developing
countries (DAC
List)
Can be spent in the
donor country
No capital
infrastructure in
donor country
eligible, capital
usage ok

18. Is your project eligible as ODA?
Under the broader context of the SDGs:
- Seek to investigate a specific problem or seek a specific outcome which will have a
positive impact on the welfare and economic development of a country on the OECD
DAC list
- Provide evidence as to why this is a problem for the developing country
- Identify appropriate pathways to impact to ensure that the developing country
benefits from the GCRF investment in research and innovation.
- Project must include some work within the partner developing country

19. Where can your project focus?
All countries on the OECD DAC list of ODA
recipients are eligible
EXCEPT: Argentina, Antigua and Barbuda,
China, Panama and Palau
http://www.oecd.org/dac/financing-sustainable-
development/development-finance-
standards/DAC_List_ODA_Recipients2018to2020_flows_E
n.pdf

20. Gender equality and social inclusion
Your application must explain how your
project is helping to promote gender
equality and social inclusion.
International Development (Gender Equality)
Act, 2014
- Who is involved?
- How will you factor this into your project
plan?
- What is the potential for promoting gender
equality and social inclusion?

21. Scope recap
Gender
equality and
social inclusion
To be in scope your project has to do the following
10 SDGs
DAC list
country
Demo-
ready
innovation ODA
eligible

22. Out of Scope
Projects that:
- do not have an innovation at a demonstration-ready stage
- do not focus on one of the 10 SDGs in scope, making clear which targets
they are contributing to (note: energy and agriculture are out of scope)
- do not focus on an eligible country on the OECD DAC List of ODA recipient
countries (noting that Argentina, Antigua and Barbuda, Panama, Palau
and the People’s Republic of China are out of scope)
- do not meet Official Development Assistance (ODA) eligibility
requirements
- are likely to increase inequality between different parts of society, within
communities and between persons of different gender and do not take
into account and plan to manage gender equality and social inclusion
issues
- are likely to have negative environmental and social impacts
- do not include Human Centred Design activities as part of Phase 1
- have entirely non-civilian applications
- Request more than £60K in grant funding

23. Eligibility Criteria

24. Who is eligible?
Project Eligibility
ü UK Business-led
ü Include an Administrative Lead and Technical Lead
ü Can include other funded and non-funded partners from any country,
including businesses, research organisations, public sector
organisations, RTOs, charities and other not for profit organisations
ü Can sub-contract up to 50% of the eligible project costs
ü Research organisations and other not for profits can claim up to 30%
of the eligible project costs (even where sub-contracting)
ü Must include some work carried in the developing country
Project cost £85,000 to £120,000 with a max. grant award of £60,000
Project length Up to 6 months

25. Who is eligible?
Admin Lead Technical Lead
• must be a UK-registered business of any
size
• will be the recipient of the award and will
distribute funding to all other partners
including UK and non-UK
• will manage and be accountable for the
finances for the project in accordance with
the terms and conditions of the award
• must claim funding through this
competition
• can be from any country
• can be a business, research organisation,
public sector organisation, research and
technology organisation or not for profit
organisation
• will lead on the development of the scope,
work packages within the project and other
work from a technical perspective
• must claim funding through this
competition
• A UK-registered business can be both the
administrative and technical lead

26. Organisation /
Type of Activity
Feasibility Studies Notes
Business
(economic
activity)
Micro/Small – 70%
Medium – 60%
Large – 50%
Research
Organisation
(non-economic
activity)
Universities – 100% (80% of Full
Economic Costs)
Other research organisations can
claim 100% of their project costs –
see note:
Other research organisations must:
• be non-profit distributing and
• disseminate the project results &
• explain in the application form how this will be done
Public Sector
Organisation or
Charity
(non-economic
activity)
100% of eligible costs Must be:
• Be performing research activity &
• disseminate project results & explain in the
application form how this will be done
• ensure that the eligible costs do not include work /
costs already funded from other public sector bodies
Funding %

27. - International partners are funded on the same grant percentage as UK organisations
- If there is an international partner, all claims are submitted by the Admin Lead. The
Admin Lead is paid every partner’s claim. The Admin Lead must then pay the partners.
Partners from developing countries (partners with legal entities in an in-scope DAC-list
country) are not mandatory for phase 1 but will be for phase 2. The expectation is that
project teams will use phase 1 to find appropriate developing country partners for phase
2.
International Partners

28. Timeline Dates
Briefing Events 10th March (London)
12th March 2020 (Edinburgh)
Competition Opens 2nd March 2020
Submission Deadline Noon 6th May 2020
Applicants informed 19th June 2020
Key Dates

29. KTN - www.ktn-uk.co.uk
Enterprise Europe Network (EEN) – its beyond Europe!
https://www.enterprise-europe.co.uk/services/Business-collaboration-
worldwide
0300 123 3066
Finding Partners

30. Customer Support Services: 0300 321 4357 (Mon-Fri, 9am-5:30pm)
support@innovateuk.ukri.org
Knowledge Transfer Network:
www.ktn-uk.co.uk
Contact Us

32. Equality, Diversity & Inclusion
Zoe Jones, Diversity & Inclusion
Programme Specialist, Innovate UK

33. Likelihood of increased financial
performance
The case for diversity and inclusion
Gender diversity Ethnic/cultural diversity
21% 33%
Source – McKinsey : Delivering Though Diversity (Jan 2018)
Impact of diversity on
executive teams

34. What can go wrong?

35. 5
• The best ideas for innovation can
come from anyone
• Diversity within business is proven to
contribute to enhanced performance
and commercial success
• Diverse teams produce better
outcomes
EDI at Innovate UK
At Innovate UK we are committed to
encouraging equality, diversity and
inclusion in business-led innovation.
We believe:
We have targeted programmes to tackle
underrepresentation and we work to
embed EDI across everything we do.

36. •All Innovate UK-led GCRF competitions will have an a
gender equality and social inclusion question
•This question is mandatory but unscored
•This ensures compliance with the International
Development (Gender Equality) Act 2014
•Successful Phase 1 applicants will be expected to attend
a workshop session on gender equality and social inclusion
to discuss good practice and share experiences
•While gender must be addressed, good applications will
show an understanding of diversity and social inclusion
beyond gender
Gender equality and
social inclusion

37. What is the potential?
• What are the
expected outcomes?
• Who is expected to
benefit?
• Any potential
negative impacts?
• Any gaps in current
understanding?
How will you factor this
into your project plan?
• How will your project
address gender
equality and social
inclusion?
• How will you
measure impact?
• Reference in Q6
Who is involved?
• The business and
research partners
involved (info on their
experience, expertise
and culture)
• Any partners and
collaborators that are
fundamental to
delivering impacts
How is your project helping to promote gender equality and social inclusion?
Application question

38. • Don’t only address gender equality and social
inclusion at the organisational level or in the UK context
– Do think about ‘how’ and ‘what’
• Do address gender inequality and social inclusion –
you must address how your project will take meaningful
yet proportionate consideration as to how the project
will contribute to reducing gender inequalities
• Don’t submit an insufficient answer i.e. the question is
not addressed at all or gives very loosely outlined goals
for the project
• Do use evidence and set out how you intend to
implement your plan and make progress measurable
• Don’t only demonstrate goodwill to consider gender
equality and social inclusion in your project
Do’s and Don’ts

39. @InnovateUK Innovate UKInnovate UK

40. www.ktn-uk.org @KTNUK
KTN support and writing a good proposal
Dr Sven Knowles
Knowledge Transfer Manager

41. www.ktn-uk.org @KTNUK
The Innovate UK Family
Fund Connect
Collaborate

42. www.ktn-uk.org @KTNUK
Finding valuable
partners
-
Project consortium
building
-
Supply Chain
Knowledge
-
Driving new
connections
-
Articulating
challenges
-
Finding creative
solutions
Awareness and
dissemination
-
Public and private
finance
-
Advice – project scope
-
Advice – proposal
mentoring
-
Project
follow-up
Promoting
Industry needs
-
Informing policy
makers
-
Informing
strategy
-
Communicating trends
and market drivers
Intelligence on trends
and markets
-
Business Planning
support
-
Success stories /
raising profile
Navigating the
innovation support
landscape
-
Promoting coherent
strategy and approach
-
Engaging wider
stakeholders
-
Curation of innovation
resources
Connecting Supporting NavigatingInfluencingFunding
What we do - Growth Through Innovation

43. www.ktn-uk.org @KTNUK
How do we do that?
People
- Find Expertise
Products
- Find Markets
Pounds
- Find Finance

44. www.ktn-uk.org @KTNUK
Why Invest?
Each £1 in grant
Multiplier in value by 12
After 5 years projects value is £50 for each £1 invested

45. www.ktn-uk.org @KTNUK
Innovate UK funding portal
https://apply-for-innovation-funding.service.gov.uk/competition/search

46. www.ktn-uk.org @KTNUK
Top tips on a good application
https://admin.ktn-uk.co.uk/
app/uploads/2018/10/
MASTER_Good_Application_Guide.pdf

47. www.ktn-uk.org @KTNUK
Fundamental 1
1. Is it a big enough market? Does it represent
value for money compared to the investment
requested?
Will a 10% market share give you a return to justify
the grant value that you are asking for?

48. www.ktn-uk.org @KTNUK
Fundamental 2
2. Can the innovation be world leading? Is the idea
sufficiently distinctive and strong to be successfully
exploited in the UK and globally?
Can you really not buy ‘it’ elsewhere at a reasonably
comparable cost or get ‘it’ from a consultancy?

49. www.ktn-uk.org @KTNUK
Fundamental 3
3. Is it at the right stage of development? It must
be market driven, rather than predominantly a
research project.
Do you have a customer in mind for ‘it’, are they a
partner on the application and if not why not?

50. www.ktn-uk.org @KTNUK
Fundamental 4
4. Why should public money be used? Why not use
company funds or raise additional finance via VC
investment or a bank loan?
Do you have a strong risk register, that isn’t just a
paper exercise where everything’s nicely mitigated
so as not to scare off the investor?

51. www.ktn-uk.org @KTNUK
Where do I get a copy?
Download a copy of the full guide from the KTN:
https://admin.ktn-
uk.co.uk/app/uploads/2018/10/MASTER_Good_Appli
cation_Guide.pdf

52. www.ktn-uk.org @KTNUK
Other Sources of Support
Name Approximate Technology
Readiness Levels covered
Topics covered Who they fund/support
Research Councils: under UK
Research and Innovation.
https://www.ukri.org/about-us/our-
councils/
1-3 Each Council has its own list of sectors and
topics it supports.
Grant funding for UK Universities and Research
organisations. UK business can sometimes work
with them on specific industrial engagement
activities that may revolve around access to
their state of the art facilities.
Innovate UK
https://www.gov.uk/government/organis
ations/innovate-uk
4-6 A wide range of targeted topics for
funding identified by the Industrial
Strategy Challenge Fund and an open call
for Innovation currently under Smart
Grants
UK business and research organisations with a
particular focus on SME’s looking to grow their
business.
Knowledge Transfer Network
https://ktn-uk.co.uk/
3-7 All Innovate UK topics are supported by
KTN activities and cover industries and
technologies from Agriculture to X-Ray
detection.
KTN does not fund, it offers support to new and
existing Innovative Businesses. They provide
advice on grant applications, offer introductions
to collaborative research partners, or help in
identifying alternative sources of funding.
Enterprise Europe Network
https://www.enterprise-europe.co.uk/
4-9 EEN offers business support and advice
across a wide range of topics
EEN does not fund, it offers business support
and advice similar to KTN, but with more of a
focus on European research funding and also
offers free consultancy on business
development through the Innovate to Succeed
programme.
Catapult Centres
https://catapult.org.uk/
4-8 Each Catapult is focused on a specific
sector and topics
Catapults do not fund but they do offer facilities
for CR&D and technical expertise to develop
ideas to prototype stage. And can also partner
with companies on certain grant applications.
Technology Readiness Levels (TRL)

53. www.ktn-uk.org @KTNUK
Name Approximate
Technology
Readiness
Topics covered Who they fund/support
Research Councils: under UK
Research and Innovation.
https://www.ukri.org/about-us/our-councils/
1-3 Each Council has its own list of
sectors and topics it supports.
Grant funding for UK Universities and Research organisations.
UK business can sometimes work with them on specific
industrial engagement activities that may revolve around access
to their state of the art facilities.
Innovate UK
https://www.gov.uk/government/organisation
s/innovate-uk
4-6 A wide range of targeted topics for
funding identified by the Industrial
Strategy Challenge Fund and an
open call for Innovation currently
under Smart Grants
UK business and research organisations with a particular focus
on SME’s looking to grow their business.
Knowledge Transfer Network
https://ktn-uk.co.uk/
3-7 All Innovate UK topics are
supported by KTN activities and
cover industries and technologies
from Agriculture to X-Ray
detection.
KTN does not fund, it offers support to new and existing
Innovative Businesses. They provide advice on grant
applications, offer introductions to collaborative research
partners, or help in identifying alternative sources of funding.
Enterprise Europe Network
https://www.enterprise-europe.co.uk/
4-9 EEN offers business support and
advice across a wide range of
topics
EEN does not fund, it offers business support and advice similar
to KTN, but with more of a focus on European research funding
and also offers free consultancy on business development
through the Innovate to Succeed programme.
Catapult Centres
https://catapult.org.uk/
4-8 Each Catapult is focused on a
specific sector and topics
Catapults do not fund but they do offer facilities for CR&D and
technical expertise to develop ideas to prototype stage. And can
also partner with companies on certain grant applications.

54. www.ktn-uk.org @KTNUK
KTN – Joining and Getting in Touch
https://ktn-uk.co.uk/
Dr Sven Knowles
Sven.Knowles@ktn-uk.org

56. Human Centred Design
Ben Griffin
Innovation Lead, Design
ben.griffin@innovateuk.ukri.org
www.linkedin.com/in/bengriffindesign
for Demonstrate Impact Phase 1 Projects

57. Competition structure
Phase 1 Competition - Discovery
enabling businesses to gain insights
into local market feasibility for the
innovation prior to prototyping.
Phase 2 Competition - Prototyping
to test, validate and improve a
prototype of the innovation in a
developing country market.

58. Your “Discovery” Project
Your project:
• must include human-centred research and
design to make sure your idea meets the
needs of customers and users, and your
prototype plans reflect realistic use cases
• can include activities to ensure that your
prototype will be technically feasible in the
local context of a developing country
• must determine how the innovation could
be effectively prototyped in that country
during phase 2
Phase 1 Competition - Discovery
enabling businesses to gain insights
into local market feasibility for the
innovation prior to prototyping.

59. “To ensure that your innovation has the highest
chance of being successfully adopted, you will need
to understand diverse cultural expectations, attitudes
and local context in the developing country.”
“Technology alone is only ever one part of a solution
and it is vital to put people at the heart of innovation to
ensure successful adoption and commercialisation.”
Why this approach?

60. Technology can make your ideas possible
… but only people can make them successful
Technology (supply)
• can make your idea possible
People (demand)
• choose whether or not to buy/adopt/use it
• based on benefits, not technology
• influenced by culture, perceptions,
concerns and motivations

61. …and people behave in unexpected ways
This is for drying your hands

62. …and people behave in unexpected ways

63. A 2012 study* of the use of improved cooking stoves in
rural Orissa, India found that their expected health
benefits were not being fully realised due to
• Insufficient or incorrect maintenance
• Preference for traditional cooking methods
• Inappropriate use
In conclusion “this study demonstrates the additional
value of evaluating a technology in real-world settings…
to understand how individuals’ behavioural
responses influence the technology’s effectiveness.”
*UP IN SMOKE: THE INFLUENCE OF HOUSEHOLD BEHAVIOR
ON THE LONG-RUN IMPACT OF IMPROVED COOKING STOVES
Hanna, Duflo & Greenstone, April 2012
…and people behave in unexpected ways

64. VIABLE
for your business
FEASIBLE
with available technology
The best
ideas are…
DESIRABLE
to people
HUMAN-CENTRED DESIGN
Will people buy/adopt it?
Human-centred research & design can help

65. VIABLE
for your business
FEASIBLE
with available technology
The best
ideas are…
DESIRABLE
to people
- Does it meet a genuine need?
- Is it understandable?
- Is it easy to adopt and use?
- Is it aspirational?
- Does it fit with existing behavior
patterns?
- Does it take account of
societal/cultural context?
Human-centred research & design can help

66. “Your project must involve work in the chosen developing country”
Gather insight, make discoveries
It’s less about data and
secondary research
… and more about conversations,
observations and first-hand experiences.

67. Translate insight into ideas

68. Test those ideas and make discoveries
(fast and cheap!)

69. An innovative idea which, before it can become
commercially available, needs further research
and development to make sure it:
• responds to real market demand, not just a
perceived need
• is affordable, appropriate and attractive from
the perspective of users, customers and
other stakeholders, in the developing country
• is technically feasible in the developing
country
Structuring your phase 1 project
Start point Outputs
• A business plan that addresses market
potential and demand, including
• an understanding of the end user
insights and consumer needs
• the route to commercialisation,
identifying any market barriers.
• consideration of the need to raise
awareness about, and encourage
adoption of, the innovation.
• An implementation and execution plan
for a potential prototype phase, including
a stakeholder engagement plan.

70. “Embryonic”
idea
Structuring your phase 1 project

71. Broader & deeper
contextual
understanding
“Embryonic”
idea
Structuring your phase 1 project

72. Broader & deeper
contextual
understanding
Clearly defined
“recipe for success”
(with a longer list of
ingredients)
Structuring your phase 1 project
“Embryonic”
idea

73. Clearly defined
“recipe for success”
(with a longer list of
ingredients)
Explore and test ways to
deliver those “ingredients”
(including possible
alternative solutions)
Structuring your phase 1 project
Broader & deeper
contextual
understanding
“Embryonic”
idea
“Fast & cheap”
Build > Test > Learn
iterative cycles

74. Explore and test ways to
deliver those “ingredients”
(including possible
alternative solutions)
Structuring your phase 1 project
• Refined, better
informed idea
• Business case
• Prototype plan
Clearly defined
“recipe for success”
(with a longer list of
ingredients)
Broader & deeper
contextual
understanding
“Embryonic”
idea
“Fast & cheap”
Build > Test > Learn
iterative cycles

75. Structuring your phase 1 project
What’s the problem?
Make sure you’re doing
the right thing
What’s the solution?
Figure out how best to
do that thing

76. HCD DesignKit (Ideo) Design Bootcamp (Stanford d-School)
Variations on a theme

77. Skip this, or rush through it Lack of divergent
thinking
Focus on
delivery
ASSUMPTIONS
Risk of a poor
experience
What we want to avoid

78. Useful contacts:
• KTN
• Design Council
• BIDA (British Industrial Design Association)
• DBA (Design Business Association)
• Service Design Network.
Googling?
• Look for human-centred research and design
• Relevant discipline experience e.g. physical
goods, digital products, services and/or
business models
• experience in planning & conducting design
research in developing countries
Accessing design
• Up to 50% of your eligible project
costs can be for sub-contracting
• An ideal opportunity to engage
professional design talent
• We encourage you to get involved
too, and experience the design
process first-hand

80. @InnovateUK Innovate UKInnovate UK

81. Tolu Odusanya

82. Everyone designs who devise courses of action aimed at
changing existing situations into preferred ones.
Herbert A Simon

83. HCD allows you to tapping into the
knowledge that is all around,
positioning the end users as the
experts

86. “Advertising design, in persuading people to buy
things they don’t need, with money they don’t
have, in order to impress others who don’t care,
is probably the phoniest field in existence today.”
― Victor Papanek, Design for the Real World:
Human Ecology and Social Change
HCD allows us to move
away from making people
want things to making
things that people want.

87. Viability
Is our product / service / system
financially sustainable?
Feasibility
Do we have the technological
and organizational capability?
Desirability
Do people want or need our
product / service / system?
While focusing on people often
leads to solutions with a higher
likelihood of uptake and impact,
HCD also works within pre-existing
financial, technological, and
market constraints.
HCD was developed in the
private sector to integrate
business and technology
around human needs
The sweet spot

88. Over-served segments
Under-served segments
HCD methods are
particularly useful in
addressing the needs of
the underserved
HCD is equally effective when addressing
underserved markets for which there is a
lack of data regarding existing behavior
or for which needs and preferences are
poorly understood based on simple
demographic data.
HCD evolved out of private sector
investments in identifying unmet needs
to deliver competitive advantages in
over-served markets such as consumer
electronics or financial services.
?
?

89. HCD methods provide a
comprehensive
understanding of target
users that benefits
multiple strategic
objectives
SAVINGS
How might we help her save for her
future and maintain control over her
savings?
ACCESS TO CREDIT
How might we help her access credit to invest in
her future at more fair and sustainable terms,
while building up a credit a score?
INSURANCE
How might we help her access flexible
and affordable microinsurance to
manage risk and reduce shocks to her
and her family?
EDUCATION
How might we help her remain in school and delay
starting a family until she is ready?
EMPLOYMENT
How might we help her access skills and tools to
find employment and / or start a
microenterprise?
MATERNAL, NEONATAL
& CHILD HEALTH
How might we help her to take better care of
herself so she can have a healthier family
NUTRITION
How might we help her ensure her
family is getting the right nutrition?
FAMILY PLANNING
How might we help her access advise
and support to ensure she is making
informed decision?

90. Dalberg is a strategy, and advisory
firm focused on social impact and
global development.
Dalberg’s mission is to mobilize effective
responses to the world’s most pressing
issues and to raise living standards across the
world. We are a global group of change-
makers working to build a more inclusive and
sustainable world where all people,
everywhere, can reach their fullest potential.
We have a team of 500 consultants
representing 50+ nationalities and 90+
spoken languages across 20+ offices in Africa,
the Americas, Asia, Europe, and the Middle
East, serving clients in over 90 countries.

91. Dalberg Design engages with
people, communities, and
organizations to design creative
solutions that support their needs
and aspirations for a better life. We
use participatory methods to
understand and address the root
causes and complex systems that
limit economic opportunity and
human potential in under-served
communities around the world.
Dalberg Design is the
design and innovation
practice at Dalberg.

92. HCD is a way of thinking
that places the people
you're trying to serve and
other important
stakeholders at the center
of the design, innovation
and implementation
process

94. Dr. Reverend T.T. Samba
District Medical Officer (Urban)
Cline Town, Sierra Leone

98. “Where we live, life is not an island. If they
make, I make it. We learn from each
other, from other people who are doing
well.”
Nyongesa
AN EDUCATED ELITE

99. 76
IN-DEPTH
INTERVIEWS
11.5
SURVEY
RESPONDENTS
THOUSAND
5.5
DATA
POINTS
MILLION
MYANMAR
PAKISTAN
INDIA
KENYA
TANZANIA
NIGERIA
How do we make
sense of 5.5 million
demographic,
behavioral and
psychological data
points?

100. 20
The Human Account is a
segmentation that
provides rigorous data, deep
qualitative insights, and a
holistic framework for
understanding people’s
financial lives.
The Human Account is one part segmentation
and one part research framework. It provides
a holistic and actionable understanding of
people's financial lives so that we can design
products and services to better serve them.

101. Website with research, data,
and resources
35 segment profiles &
6 country reports
Interactive data dashboard
6 country datasets, national surveys,
and rapid survey instrument
Segment-aligned product &
service concepts
35 short video documentaries
The Human Account as a Public
Good and Asset Library
Join the conversation:
#TheHumanAccount
www.thehumanaccount.com

102. It’s difficult to raise the money. We buy inputs
bit-by-bit as we have cash. We can’t manage to
save, we have many pressing needs

103. DigiFarm: Target Audience,
Geography and Methodology

104. User Insights & Personas

105. P. 25
Collaborative system mapping
tools to visualize a common
understanding of key
stakeholders, relationships and
feedback loops within the
Kenyan Dairy ecosystem. We
then mapped product/service
design opportunities to this
common framework as a way to
engage a broad network of
partners and stakeholders.
Opportunity
Ecosystem

106. Prototyping & Testing

107. Detailed Product / Service
Design
Through research and prototyping the team
identified four innovation opportunities and
developed a business case, partnership model and
go-to-market strategy to make the case for
further investment.

108. 28
Digifarm film

109. Thank you!