The work in New Global is fueled by a dream of a sustainable future. It is a vision of a society that is capable of collectively and respectfully addressing shared challenges. We set out on a journey to explore concrete paths and bridges that can enable that future to materialize. Our learning curve has been steep, it has been an extraordinary experience. Despite facing many challenges and obstacles, the underlying emotion has been excitement and opportunity. We want to share our learnings and our path, to inspire others.

Sara Lindeman, Project initiator and lead

2012 + 2013
Pre New Global
legendEducationResearchInnovationOutreachConsequencesENERGYWATERFORESTRYHOUSINGGRASSROOTSWASTE
CONCLUSIONTHIS IS NOT THE END While New Global ends, the processes we have had the chance to interact with, continue. New Global acted as a facilitator and a learning vehicle. Our team members and the people we have worked with continue to co-create a more sustainable world through different forums. Our core team has moved on to positions such as sustainability professor, tech start-up entrepreneur, UN official, postdoctoral researcher, PhD researchers, NGO innovation specialists, entrepreneurs, and system change facilitators. The research and innovation processes we have initiated or contributed to continue. Although this is an ending, it certainly is an open ending, and we expect to see indirect impacts of the New Global work for many years to come.LEARNINGSKEEP YOUR BALANCE AS YOU DANCE THE LINE OF SUSTAINABILITY INNOVATIONS1. MULTIDISCIPLINARY CO-CREATION AND INNOVATION ARE ESSENTIAL2. EMPOWERING THE DIASPORA HAS A KEY ROLE3. LEARNINGS RELEVANT IN LARGER URBAN INFRASTRUCTURE PROJECT4. BALANCING IS KEY – BALANCING BETWEEN DIFFERENT ASPECTS OF SUSTAINABILITY, BETWEEN ORGANISATIONAL REALITIES, SECTORS AND DISCIPLINARY PERSPECTIVESNEW GLOBAL ONLINE REPORTKNOWLEDGE DISSEMINATION TO COMMUNITIES IN TANZANIAPOLICY DISCUSSIONSDialogue on impact investing with stakeholders. Involved in discussions on development policy and innovation policy. Opinion pieces in Helsingin Sanomat.WAVES FESTIVALWaves Festival was initiated to bring art and research together to support action for a sustainable future. https://www.waves-festival.fi SUOMI AREENA 2018 AND 20192018 New Global organised a public discussion about companies that change the world. Worked together with FIBS (Network for corporate responsibility) and Nordnet bank. Lunette, Sulapac and Neste participated. Linked with this, a survey was done on responsible investing that yielded 20+ media hits.2019 New Global organised a public debate together with Finnish Evangelical Lutheran Mission about planetary econo-Published a video about the theme at new indicators and politics to benefit people and the planet.my: Our economic system is no longer fit for a limited world.Fingo’s Beyond Growth event, linked to Finland’s EU presidency aiming at creating https://www.youtube.com/watch?v=-GUl6xixVqcTUNISIA: PILOTING THE KNOWLEDGE AND APPROACH Sekhab Sejoumi Urban wetland development project in Tunis, Tunisia.More about the projectThe body of knowledge and approach created in New Global is tested in the urban wetland development project in Tunisia. It shows the importance of inclusion, interdisciplinarity, holistic perspective, multistakeholder co-creation and innovativeness when addressing sustainability challenges. Clear ownership of the challenge (in this case the ministry responsible for construction in Tunisia) and the high stakes involved, creates the necessary conditions for this knowledge to be demanded.Creating a Kenya-Nordic Green Hub, that accelerates climate solutions for Kenya.Through a design and systems thinking inspired approach, the hub engages multiple stakeholders to identify city climate resilience challenges. The hub facilitates the process from challenge identification to fundable large projects. Client: Nordic Development Fund. Partners: Danish Industries, Quercus group, Inclusive Business Sweden, Kenyan Association of Manufacturers.KENYA-NORDIC GREEN HUB PROJECTSeries of workshops organised. Client: BEAM (Development and innovation funder, Business Finland)ON SDG INNOVATION AND BUSINESSTRAINING INNOVATION CONSORTIUMS Monthly trainings. Client: Finnpartnership (development funder). More than 600 companies trained.IMPACT BUSINESS AND FINANCINGTRAINING COMPANIES IN A mission driven company was created to implement trainings and sustain innovation activities once New Global has ended.LEAPFROG PROJECTSINNOVATION WORK CONTINUEDIndirect Consequence: Helena SandmanMore about the project and designsAFFORDABLE HOUSING DESIGNSRESEARCH WORK CONTINUEDCompleting PhDs and articles. Energy transition in KenyaUrban energy transitions in emerging markets: A case study. Erika Forsten, 2018See Research Findings for moreHOW TO SPREAD THE KNOWLEDGE TO SUPPORT THE EMERGING SECTOR?HOW TO CONTINUE THE WORK?INTENTIONPAVING THE WAY FORWARDComplete research (PhDs and papers). Increase the outreach and impact of the projects.Plan for the ending of the project and the next steps for all involved.LEARNINGSTHE PATHS BECOME VISIBLE1. GAPS IN IMPACT INVESTING2. NEW ROLES IN CO-INNOVATION FOR IMPACT3. NEED TO UTILISE EXISTING NETWORKS AND PLATFORMS FOR INNOVATION4. LINKING KNOWLEDGE AND RESOURCES FROM EMERGING MARKETS AND MATURE MARKETS ARE KEY TO SUCCESS5. LACK OF COMMUNITY FOR IMPACT ENTREPRENEURSCLICK FOR MORE DETAILSCONTINUOUS OUTREACH AND DISSEMINATION/ Training at the about Inclusive Business. / Panel discussion and workshop at Innofrugal conference. / Collaborations on dissemination with Finnish stakeholders. / Building connections with local innovation ecosystems. / Public research seminars at Aalto.Ministry of Foreign Affairs / Strategic network building. / Providing knowledge in stakeholder events. / World Village Festival./ Suomi Areenas from 2017 onwards. / Keynote in perheyritysten liitto anniversary celebration, to reach family companies. / Part-taking in various innovation competitions and others. / Workshops, panels, policy briefs. / Commenting on the paper for Finnish Development Policy at parliament.HOW TO ENHANCE THE FINNISH AND THE LOCAL ECOSYSTEM COLLABORATION FOR INNOVATION IN LOW-INCOME EMERGING MARKETS? BUSINESS MODELS FOR MOBILE PHONE BATTERIES RECYCLINGFollowing our work in both the renewable energy and the waste sectors, we were concerned about the lack of recycling of batteries. In collaboration with colleagues in Chile, research was conducted on the recycling of mobile phone batteries.Levänen, Lyytinen, Gatica, 2018Indirect Consequence: Developed by Scope.More about the project and designsUPGRADING SPREADINGIDEAS FOR MATERNITY WARD INDIA: MATERNITY WARDS IN LOW-RESOURCE SETTINGSAn opportunity arises to work on designing maternity wards in low-income settings in India, in collaboration with Scope (former M4ID).Direct Consequence:New Global and Kenya Water Services Trust Fund collaborate to create an innovation competition for the water sector in Kenya.INNOVATION COMPETITION IN KENYAKENYA: WATER SECTOR NEEDS INNOVATIONThe water sector lacks innovation and business solutions. Focus on studying the situation in Kenya. Collaboration initiated with Water Services Trust Fund in Kenya. Research on UNICEF innovation East Africa. Research on Grundfos Lifelink company case.PhD on water and innovationsPhD on water and innovations, insights on companies’ innovation activities targeting the base of the pyramid.More about the PhDINDIA: GRASSROOTS INNOVATIONS Research is initiated on grassroots innovation and entrepreneurs in India. Both grassroots entrepreneurs and innovators, as well as the support structures developed by the Honeybee network, are studied.PhD on grassroots entrepreneurs and innovationsPhD on Innovative entrepreneurial processes of grassroots entrepreneurs in the low-income context.More about the PhDIndirect Consequence:The Finnish company Slidetec introduces its frugalised sawmill to the area where PFP works in Tanzania.FRUGAL SAWMILL SALES TO TANZANIADirect Consequence:New Global researcher initiates a start-up, Picotech, to test in practice the impact entrepreneurship reality. The concept is to create a systemic solution where sawdust from small scale sawmills in Tanzania are used to create energy. The idea wins the Climate-KIC innovation competition 2017 and funds are gained to develop the concept further. Later, the idea is merged with another company and continued through them.START-UP PICOTECHEAST AFRICA: INNOVATIVE FORESTRYforest biowaste has most potential for Finland in Tanzania. After the urban biowaste experience, it was concluded thatEngagement with the Private Forestry Program (PFP), a long-term development programme funded jointly by Finland and Tanzania. New Global conducts a study of the which identifies thatPrivate Forestry Program PFP acts as an innovation logics. intermediary that balances between different institutionalIn addition, New Global acts as an adviser to PFP on company engagement and innovation, and engages in creating relationships between actors. This leads to a new start-ups and frugalisation of an existing product.INDIA: SOLAR SMART METERING R&DThe collaboration with Boond continues and is deepened by making it even more interdisciplinary.Designing better solar servicesDesign research is conducted. Master thesis on Designing a better prepaid solar electricity service for rural Indian villages.Link Simmonds, 2018MULTI-STAKEHOLDER CO-CREATION PROCESSES?WHAT ARE THE DYNAMICS, ROLES AND PHASES WITHIN HOW CAN WE IMPROVE THE SYSTEMIC INNOVATION CAPACITY?INTENTIONUNDERSTANDING MULTISTAKEHOLDER INNOVATION AND SYSTEMS CHANGEDeepen our understanding of systems change and what capabilities and interactions it requires. LEARNINGSNO INNOVATION IS AN ISLAND1. ECOSYSTEM READINESS IS A SUCCESS FACTOR 2. CO-CREATION CAPABILITY IS A SUCCESS FACTOR3.LONG-TERM RELATION-BUILDING IS A SUCCESS FACTOR 4.A LOCAL COMPANY CAPABLE OF CO-CREATION IS A GOOD STARTING POINT5.A RESEARCH PROJECT ENSURES LONGEVITY OF COMMITMENT6. LOCAL UNIVERSITIES WITH INNOVATION FOCUS ARE VALUABLE PARTNERS, BUT ADMINISTRATION CAN BE A CHALLENGE7.BIO-ENERGY, RATHER THAN SOLAR, IS MORE LIKELY TO PROVIDE OPPORTUNITIES FOR FINNISH TECH 8.HOUSING AND REAL ESTATE SECTORS ARE PARTICULARLY DIFFICULTCLICK FOR MORE DETAILSCONNECTING COMMUNITY-STUDENT-LED WASTE INITIATIVE WITH FINNISH COMPANIESLocal Student-Community led Innovation work as Starting PointBringing together the student led organisation Urbantransitioners, the community organisations CCI in Tanzania, and a Finnish dry toilet company.Success:Community-student-led work continues successfully.Challenge: would involve a Finnish company. Difficult to develop a business model that Direct Consequence:2018 PROTOTYPE OF THEIDEAS, REFURBISHEDMATERNITY WARD IN ODISHA.ZANZIBAR: MATERNITY WARDS FOR LOW-RESOURCE SETTINGSAn opportunity arises through Ukumbi NGO to work on designing maternity wards for low-resource settings. Helena Sandman leads the architecture think tank for this project at M4ID (today Scope).NEW IDEAS FOR AFFORDABLE MIXED-USE HOUSING IN DENSE URBAN STRUCTUREIndirect Consequence:Local Research Project as Starting PointZANZIBAR: AFFORDABLE HOUSING RESEARCH WITH ZANZIBAR TOWN-tion with the department of planning in Zanzibar Town. Attempts to link housing and urban densification. The work was a long-term collaboraThe research aimed to develop a participatory process for affordablethis work with Finnish real estate and building material companies. Success: housing were developed.Designs and customised participatory process or densified affordableChallenge:Slow process due to local authorities. Lack of funding to build the houses. Not possible to engage Finnish companies as local housing and real estate sector is complicated.PhD on empathic design in architecturePhD on empathy in architecture and user engagement in developing country settings.More about the PhDMore about this projectMEXICAN UNIVERSITY AND FINNISH COMPANYLocal University as Starting PointFinnish renewable energy company Nocart is involved in challenge-based education, co-delivered by the local University Tec de Monterrey and Aalto in MexicoDidn’t work:Administrative issues at both Universities caused obstacles. Company was engaged, but eventually more focused on selling than co-innovating.SHARING OUR LEARNINGS AND NETWORKS/ RELATIONSHIPS Energy workshop in Finland that brought together Finnish energy entrepreneurs with pioneering entrepreneurs from Africa and India. Policy briefs based on our field findings. Tools and guides created for companies. Direct Consequence:Plan for combining AZAM (one of the largest companies in Tanza-nia) juice factory biowaste with community biowaste as raw ma-terial for ST1 biofuel plant. This would have pioneered second generation biofuels in East Africa, and created a value for communi-ty biowaste. By buying biowaste from communities, the informal sector could have been activated to collect the biowaste and there-by improving waste management in communities and addressing the health and environmental challenges caused by uncollected biowaste.CONCEPT FOR PIONEERING SECOND GENERATION BIOFUELS IN EAST AFRICATANZANIA: EXPLORING OPPORTUNITIES FOR SECOND GENERATION BIOFUELSFinnish Sustainability Front-Runner Company as a Starting PointCollaboration with ST1 biofuels company. In-depth research on energy sector and policies, stakeholder ecosystem mapping and analysis, concept development.Challenge:Slow progress with policies, ST1 decided not to invest in TanzaniaDISCUSSING COLLABORATION WITH TANZANIAN RENEWABLE ENERGY COMPANYDiscussions on jointly creating a mechanism for supporting the nascent east-african solar industry through entrepreneurship and technical training as well as field product testing and-development. This with a view to create favorable condition for impact business. Didn’t work:New Global ends discussion on collaboration, because it was not possible to work in a co-creative way. Interdisciplinary student team assigned to work with Helvetic solar (not realised).Indirect Consequence: Fortum, Futurice and Boond collaborate which leads to an in-house venture in Fortum.https://www.fortum.com/media/2018/01/fortum-futurice-and-boond-start-first-solar2go-pilot-project-indiaINHOUSE VENTURE: FINNISHLARGE COMPANY AND INDIANSMALL COMPANY CO-INNOVATE2017Local Company as a Starting PointINDIA: R&D AND EXPERIMENTATION WITH SOLAR COMPANYCollaboration with Boond engineering with the intention to future potential for co-innovation.build relations to pioneers in their field, and make way forSuccess: Local company very capable working in co-creative way. Fruitful collaboration with mutually beneficial outcomes. Strong relations, deep knowledge and trust is built.PhD on frugal solar photovoltaic micro-gridsInterdisciplinary student fieldworkTechnical PhD 2015-2018 on frugal solar photovoltaic micro-grid systems in emerging markets.Interdisciplinary student teams do fieldwork that supportsMore about the PhDBoond, and creates unique education opportunities.WHICH STARTING POINTS AND COMBINATIONSOF STAKEHOLDERS WORK?WHAT ARE THE FACTORS THAT MAKE THEINNOVATION PROCESSES SUCCESSFUL?INTENTIONPROTOTYPING BRIDGESDirectly matching and bringing together stakeholders from emerging marketsand Finland, in order to experiment with approaches to co-innovation.Focus on selected cases (energy, housing, waste) with high potential.Direct Consequence:An incubator for impact start-ups, Impact Iglu, was created in Aalto and managed by Aalto Global Impact.INCUBATOR FORIMPACT START-UPSLEARNINGSGETTING TO KNOW THE BOTTLENECKS1. EXISTING NETWORKS RATHER THAN HUBS2. LACK OF AFRICA STRATEGY HINDERS INNOVATION3. YOUNGER ENTREPRENEURS ARE MORE INCLINED AND EQUIPPED FOR IMPACT BUSINESS4. BUSINESS CAMPS PROCESS WAS NOT “STICKY” ENOUGH5. COMPANY-STUDENT-COMMUNITY MORE STICKY AND SUCCESSFUL6. COMPANIES INCENTIVISED DUE TO HR INTERESTS7. MULTIPLE STAKEHOLDER INVOLVEMENT INCREASES SUCCESS8. SCOUTING INNOVATION OPPORTUNITIES IS DEMANDING9. IN-HOUSE VENTURE VS. START-UP? CLICK FOR MORE DETAILSBusiness model development for a malaria elimination solution. Continued multi-stakeholder innovation process. Finalist in the Helsinki Challenge innovation competition in 2017.MALARIA ELIMINATIONSOLUTIONDirect Consequence:Student initiated and owned start-up founded in 2015, NanomajiLOW COST NANOTECHNOLOGYWATER PURIFICATIONIndirect Consequence:COMPANY-STUDENTS-COMMUNITYINNOVATIONConnect companies with interdisciplinary student teams from Aalto course, that do innovation work with local communities. Challenges identified locally, resources mobilized from aalto and companies based on the challenge.Success:Continued innovation processes with product R&D and business model development.Challenge:Insufficient funding for impact start-ups.Direct Consequence:A plan for an executive company training programme developed, including field visits. Cooperation with Aalto Executive Education 2018. Not realised yet. CONCEPT: EXECUTIVETRAINING PROGRAMMEOUTREACH TO COMPANIESReaching out to more than 300 Finnish companies to encourage them to engage with us in inclusive business innovation.Didn’t work:Very difficult to get companies involved in this type of innovation work. It was perceived as not in line with their strategy, too risky, no easy business case. The time was not ripe.Challenge:Pressure from project funder to create innovations within two years.ORGANISING COMPANY INNOVATION CAMPSInnovation camps for Nordic companies organised in India, Kenya and Tanzania. The aim was for companies to meet local NGOs and look for new innovation and business ideas. Co-organised with Nordic partners.Success:Several new business concepts developed for Finnish companies.Challenge:The new business concepts were not continued due to a lack of strategic support and lack of funding. The process was not “sticky“ enough, it did not lead to R&D processes. CREATION OF LOCAL HUBSOne-person hubs were created in Mexico, India, Tanzania, with the aim to identify local challenges and facilitate the collaboration between local and international partners.Didn’t work:Too challenging for one person even when embedded in a local dedicated organisation. Also difficult to administer through Aalto.CREATION OF THE INTERDISCIPLINARY TEAMSuccess:Collaboration between the sustainability research groups in Aalto (building on the long history of sus-tainability research in the different schools of Aalto).Challenge:Team put together quickly, interdisciplinary work practices missing.HOW TO MATCH CHALLENGES WITHTHE RIGHT STAKEHOLDERS?WHAT ARE THE PATHS TO CO-INNOVATION?INTENTION THE BUSINESS OF THE FUTURE SOLVES SUSTAINABILITY CHALLENGESSupport the creation of a future where companies co-create solutions for globalsustainability challenges. Build this new innovation capacity in Finland.LEARNINGSINNOVATION STARTS LOCALLY1.INCLUSIVE BUSINESS MEANS RETHINKING BUSINESSLOCAL CHALLENGE IDENTIFICATION AND OWNERSHIP IS KEY2. 3.NEW RESOURCES AND KNOWLEDGE NEED TO BE TIED INTO THE LOCAL PROCESS4.TECHNOLOGY AND ENTREPRENEURIAL DRIVE NEEDEDIndirect Consequence:In 2017, a problem based learningcapacity building project between Aalto and East African Universities is initiated: PBL East Africa https://www.aaltoglobalimpact.org/pbl-east-africa/CAPACITY BUILDING PROGRAMMEFOR PROBLEM BASED LEARNINGIndirect Consequence:Students co-found sustainable tourism start-up: DUARAhttps://www.duaratravels.comSUSTAINABLE TOURISMSTART-UPDirect Consequence:Dry toilet innovation awardedUrbantransitioners is a prize winner in Climate KIC start-up competition 2017.A student-community-led dry toilet initiative that gained funding, created innovative building methods, and de-signed and constructed toilets for and with low-income communities.https://climatelaunchpad.org/finalists/urbantransitionersDRY TOILET INITIATIVESTUDENT-COMMUNITY INNOVATION WORKInterdisciplinary master students working with local communities in Tanzania, a challenge-based way to co-create grassroots innovations. Success:Several innovations generated with potential to scale.Challenge:The innovations were not continued due to a lack of entrepreneurial capacity, funding and technology. It was difficult to include local university students in the process because they don‘t have such courses in their curriculum. HOW TO INITIATE INNOVATION IN LOW-INCOME SETTINGS?RESEARCH ON INCLUSIVE BUSINESSA series of TEKES-funded research projects on inclusive business.Success:Great potential identified, and other Nordic countries are active.Challenge:Finnish companies are unaware and inactive in regard to this opportunity.WHAT IS INCLUSIVE BUSINESS?Shared realisation by many actors in Aalto: To reach global sustainability, it is important to include the marginalised in sustainability innovation and entrepreneurship.INCLUDE LOW-INCOME POPULATIONSINTENTION
LEARNINGS PART 2GETTING TO KNOW THE BOTTLENECKS1.CREATING LOCAL HUBS IS TOO DEMANDING, BETTER TO LEVERAGE ON EXISTING NETWORKS 2. LARGER COMPANIES LACK A STRATEGY FOR AFRICA WHICH HINDERS THEM FROM DOING INNOVATION WORK FOR THESE MARKETS3. YOUNGER ENTREPRENEURS ARE MORE INCLINED AND EQUIPPED FOR IMPACT BUSINESS4. BUSINESS CAMPS PROCESS WAS NOT “STICKY” ENOUGH, LACKED CONTINUATION AND LOCAL OWNERSHIP. 5.STUDENT-COMPANY WORK WITH ONE-YEAR ENGAGEMENT CREATED STRONGER BONDS6. COMPANIES COMMIT TO STUDENT WORK ALSO DUE TO HR INTERESTS, TO RAISE THEIR PROFILE AMONG YOUTH7. MULTIPLE STAKEHOLDER INVOLVEMENT INCREASES SUCCESS BUT IS DEMANDING8. SCOUTING INNOVATION OPPORTUNITIES FROM FIELDWORK REQUIRES MULTILEVEL ANALYSIS9.IN-HOUSE VENTURE VS. START-UP? WITH GAPS IN THE FUNDING FOR IMPACT START-UPS, IN-HOUSE MAY BE EASIER TO SUSTAIN
LEARNINGS PART 3NO INNOVATION IS AN ISLAND1.ECOSYSTEM READINESS IS A SUCCESS FACTOR. ANALYSIS OF STAKEHOLDER RELATIONS AND CAPABILITIES ON MULTIPLE LEVELS OF SOCIETY (BOTH IN FINLAND AND PARTNER COUNTRY) HELP TO PREDICT SUCCESS2.CO-CREATION CAPABILITY IS A SUCCESS FACTOR3.LONG-TERM RELATION-BUILDING IS A SUCCESS FACTOR4.A LOCAL COMPANY IS A GOOD STARTING POINT, GIVEN THAT IT IS CAPABLE OF CO-CREATION AND INNOVATION. 5. A RESEARCH PROJECT CAN BE A GOOD STARTING POINT AS IT ENSURES LONGEVITY OF COMMITMENT6.LOCAL UNIVERSITIES WITH INNOVATION FOCUS HAVE EXTENSIVE NETWORKS AND ARE VALUABLE PARTNERS, BUT PROJECT ADMINISTRATION CAN BE A CHALLENGE 7.FROM A GLOBAL PERSPECTIVE, SOLAR ENERGY HOLDS HIGH POTENTIAL. HOWEVER, FINNISH COMPANIES HAVE DIFFICULTIES COMPETING IN THIS SCENE AS TECHNOLOGY SUPPLIERS. BIO-ENERGY IS MORE LIKELY TO PROVIDE OPPORTUNI-TIES FOR FINNISH CO-INNOVATION AND BUSINESS8.CHALLENGING TO ENGAGE FINNISH COMPANIES IN THE HOUSING SECTOR, AS LOCAL HOUSING AND REAL ESTATE SECTOR IS PARTICULARLY DIFFICULT
LEARNINGS PART 4THE PATHS BECOME VISIBLE1.NEW GLOBAL RESEARCHERS INITIATED AND WERE ENGAGED IN SEVERAL IMPACT START-UP INITIATIVES AND IT BECAME OBVIOUS THAT THE IMPACT INVESTING IN FINLAND HAS MANY GAPS. DIALOGUES WITH FUNDING STAKEHOLDERS ARE NEEDED2. NEW ROLES ARE APPEARING AS THE INNOVATION ECOSYSTEMS MATURE IN EMERGING MARKETS, AND VARIOUS ORGANISATIONS (NGOS, DEVELOPMENT AGENCIES, PARASTATAL ORGANISATIONS, UNIVERSITIES) ARE TAKING ON THE ROLE OF INNOVATION INTERME DIARIES. THEY WORK WITH COMPANIES, BOTH LOCAL AND INTERNATIONAL, TO FURTHER THE DEVELOPMENT OF SDG RELATEDINNOVATIONS. IDENTIFYING THE RIGHT INNOVATION INTERMEDIATOR MAY BE KEY TO SUCCESS FOR MANY COMPANIES3.THE INNOVATION PROCESSES ARE LONG, AND THERE IS A LACK OF CAPACITY TO LINK DIFFERENT KINDS OF PROJECTS (DEVELOPMENT PROJECT, RESEARCH PROJECT, EDUCATIONAL PROJECTS, R&D PROJECTS). HOWEVER, THESE NETWORKS MIGHT BE ESSENTIAL, AS THEY COULD FORM A CASE SPECIFIC ECOSYSTEM THAT COULD SUPPORT AN INNOVATION PROCESS OVER A LONGER TIME4.IMPACT ENTERPRISES THAT ARE DEEPLY LINKED, BOTH TO THE LOCAL SETTING AND TO KNOWLEDGE AND FUNDS FROM THE WEST, ARE MORE LIKELY TO SUCCEED. IT APPEARS THAT EITHER OR IS NOT SUFFICIENT5.LACK OF A COMMUNITY OF IMPACT ENTREPRENEURS IN FINLAND