In line with the Watershed Guidelines of 2008 - released by the Government of India - the Indian Department of Agriculture and Cooperation, in partnership with the German International Cooperation (GIZ), has implemented a project called ‘Strengthening Capacity Building for Decentralized Watershed Management’. The objective of the project was to improve the capacities and networking of central and state organizations to implement large public investment for decentralized watershed management programs. The project was piloted and implemented in Rajasthan, Karnataka and Uttarakhand.

This paper aims to map the experience of the RIU Asia projects and draw out the main innovation management tactics being observed while laying the groundwork for further research on this topic. It provides a framework to help analyse the sorts of innovation management tasks that are becoming important. This framework distinguishes four elements of innovation management: (i) Functions (ii) Actions (iii) Tools and (iv) Organisational Format.

This paper sets out to explore the nature of new organisational and institutional vehicles for managing innovation in order to put research into use for social gain. It has reviewed four classes of such vehicles found in South Asia.

The question of how agricultural research can best be used for developmental purposes is a topic of some debate in developmental circles. The idea that this is simply a question of better transfer of ideas from research to farmers has been largely discredited. Agricultural innovation is a process that takes a multitude of different forms, and, within this process, agricultural research and expertise are mobilised at different points in time for different purposes. This paper uses two key analytical principles in order to find how research is actually put into use.

This paper reflects on the experience of the Research Into Use (RIU) projects in Asia. It reconfirms much of what has been known for many years about the way innovation takes place and finds that many of the shortcomings of RIU in Asia were precisely because lessons from previous research on agricultural innovation were “not put into use” in the programme’s implementation. However, the experience provides three important lessons for donors and governments to make use of agricultural research: (i) Promoting research into use requires enabling innovation.

This paper is a reflection on a research project that defied the conventional technology transfer approach and adopted an approach based on innovation system principles to address fodder scarcity. Fodder scarcity in the project was conceptualized not as lack of technical capacity, but as lack of innovation capacity. This project tried to enhance innovation capacity by promoting appropriate configurations of stakeholders. However, translating this theory and principles into action was fraught with numerous challenges.

Due to political conflict, hundreds of thousands of people had to leave their homes in northern Mali in the last decade. Many have since returned to their home but struggle to regain their livelihoods. In the Timbuktu region, food insecurity is very high and 15 percent of children under 5 years old suffer from acute malnutrition. Goundam, one of the administrative districts of the Timbuktu region, is populated by livestock farmers. Among the previously displaced people, many have lost all their livestock, and with that their traditional means of livelihood.

Feeding the world’s steadily growing population while respecting the planetary boundaries will be a key challenge for humanity in the future. Prevailing production and consumption patterns are leading to a loss of natural resources and destroying ecosystems and their functions. More than 820 million people were affected by malnutrition in 2017. Climate change is exacerbating this development and pushing natural ecosystems to their limits, something that is having far-reaching consequences for the environment, the economy and humanity.