and jurisdictions. Capitalise on existing shared knowledge and working relationships locally, rather than impersonal case by case transactions. This makes negotiations and compromises more likely.
• Embracing local differences and variety. Variation is at the heart of evolution and innovation, so customising universal programs for local circumstances allows for diversity and peer learning.
• People-centred change and open innovation. Take the lead in empowering those outside the mainstream to co-design innovation activities in their local communities, with meaningful outcomes for themselves. The result is civic innovation that learns from‘ the edge’.( Kennedy, 2024a & 2024b; Kennedy, 2019).
CONCLUSION In both popular and professional circles, innovation is largely synonymous with technology, R & D and high-growth startups. This paper distilled insights from contemporary research and experience to illuminate less publicised forms of innovation. These are centred on the human and social dimensions of innovation and capability-building.
It is time to reclaim innovation in the service of economic development.
A more rigorous and balanced picture unleashes the full scope of innovation, extends understanding of its key features and dynamics and increases the options for practical action to secure the benefits of innovation for Australia’ s economic and social wellbeing.
Economic developers are well-placed to activate this more comprehensive picture of innovation, by designing and implementing selective innovation plans and programs which match the competitive advantage of their communities.
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ABOUT THE AUTHORS
NARELLE KENNEDY AM Narelle Kennedy AM is best known as a pioneering and insightful innovation researcher and advisor, with specialist expertise in manufacturing industry, business regulation and competitiveness, regional development and place-based policy. She has operated her own boutique research and consulting business for over 10 years, and was the founding CEO of the Australian Business Foundation, Australia’ s largest private sector partner and funder of research into industry and innovation. Narelle has a longstanding commitment to business-university engagement and excels at translating research intelligence into practical action. Narelle was made a Member of the Order of Australia( AM) for significant service to business in Australia through a range of policy development and advisory roles.
DR JOHN HOWARD Dr John H Howard is a distinguished policy analyst and academic, currently serving as the Executive Director at the Acton Institute for Policy Research and Innovation.
John has a rich background in science, technology, and innovation policy and practice, with significant contributions to industrial policy, management strategy, and regional innovation ecosystems. With a career spanning several decades, John has founded and managed a specialist management consulting and policy advisory firm, showcasing a deep commitment to fostering innovation and strategic development within various sectors. John holds a PhD in innovation studies( Sydney), a Masters in public policy( Canberra) and an Honours Degree in Economics( Tasmania).
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