Innovation begins in dialogue

Petra von Heideken Wågert, Scientific Director of the Centre for Welfare Change, was an invited speaker at the SUNRISE Summit and the Global Impact Forum at MDU. In connection with the events, we had the opportunity to ask her a few questions, in which she elaborated on her views on collaboration, innovation, and the conditions required for success.

What is the most important success factor for co-creation and innovation in the welfare sector?

The most important success factor is dialogue – talking to one another and building relationships that foster trust. Trust-based relationships make it easier to get in touch, ask questions and seek support. An important insight from the Centre for Welfare Change is that the challenge does not always need to be fully thought through and formulated from the outset. It should be easy to pick up the phone and start discussing an idea or a challenge. When stakeholders reach out at an early stage, it demonstrates trust and confidence in the collaboration.

One example is a person who said: I´m coming with an anthill – I don’t know where to begin. This illustrates the importance of being able to think together from the start, without requiring fully formed needs or solutions.

It is in these open and unconditional conversations that co-creation of knowledge arises. The concept captures well how we work: we collaborate and create knowledge together. Everyone contributes their expertise – everyone is an expert in their own field.

An important aspect is also reducing the gap between research and practice. Research is sometimes perceived as inaccessible, but it does not have to be. Academia can contribute both research-based and experience-based knowledge. Together, we can build on what has already been done, lower barriers, and create something new.

Who initiates contact?

Contact can be initiated in a variety of ways. It often happens through ongoing dialogue with partners, where research and innovation questions emerge from current or planned activities.

Sometimes contact arises from a concrete need, for example when an organisation wants to introduce something new. We can then help them pause and analyse why the change is needed, what it aims to achieve, and which challenge it addresses. Ideas and contacts may also come through interaction with the Centre via workshops, networks, lectures and conferences.

At the Centre for Welfare Change, we also work to build networks and collaborations nationally, together with other centres, organisations and universities, creating more entry points for collaboration.

What are the biggest challenges?

The greatest challenge is often resources, both in terms of funding and time. Many partners are highly committed but simply lack the financial conditions.

Within organisations, there are also difficult priorities. It can be challenging to allocate time for development work when everyday operations are already under pressure. Many feel they do not have time for dialogue and collaboration, despite the significant need for change.

In such cases, it is important that we contribute by sharing knowledge and best practice, allowing organisations to learn from one another and recognise the benefits of collaboration in becoming more resource-efficient in the long term.

What opportunities does a collaborative platform offer, where academia, the public sector, industry and civil society develop the welfare of the future?

There is great potential, and the opportunities are endless. When academia, the public sector, business and civil society come together, we can jointly address real, practice-related challenges.

By combining:

• research and proven experience
• structured data collection and evaluation
• our diverse areas of expertise

we co-create knowledge, leading to synergies and better use of resources. We must find new ways of working and new forms of collaboration to meet the needs of future welfare.
Needs are constantly increasing while resources remain limited. As it is sometimes expressed, 75 per cent of the resources must deliver 125 per cent of the work. This is not sustainable; substantial change is required.

Can you give a concrete example of a collaborative initiative?

A clear example is the Municipality of Eskilstuna’s procurement of welfare services, where collaboration has been present throughout the entire process, from procurement to follow-up. The work has resulted in improved structures for data collection and analysis, making it possible to measure the impact of interventions.

The outcome is a so-called win-win situation: providers are compensated based on achieved results, while the municipality ensures that interventions lead to improved quality of life for residents. The effects include increased independence among service users and more efficient use of staff resources.

Another example is a project in the Municipality of Hallstahammar, which focused on reaching older people who cannot attend physical meeting places. Through collaboration, the municipality was linked with the Municipality of Vingåker, which had already developed a digital solution. The project was then complemented with research efforts and funding through government grants. The Centre for Welfare Change acted as a hub, connecting the project to other partners and to other parts of MDU.