In this article by Moore, Riddell and Vocisano, it is argued that the process of scaling social innovations to achieve systemic impacts involves three different types of scaling—scaling out, scaling up, and scaling deep—and large systems change (LSC) is likely to require a combination of these types. The findings focus on the phenomenon of scaling, and the strategies by which actors can move social innovation impacts across scales. After broadening their problem frame to pursue large systems change, participants described different strategies depending on whether they attempted to scale out, up, or deep. ‘Scaling out’ relates to an organisation that attempts to affect more people and cover a larger geographic area through replication and diffusion, and ‘scaling up’, relates to an organisation that aims to affect everybody who is in need of the social innovation they offer, or aims to address the broader institutional or systemic roots of a problem. Strategies for ‘scaling deep’ are related to the notion that durable change has been achieved only when people’s hearts and minds, their values and cultural practices, and the quality of relationships they have, are transformed.
Name of Method
Brief description
In this article by Moore, Riddell and Vocisano, it is argued that the process of scaling social innovations to achieve systemic impacts involves three different types of scaling—scaling out, scaling up, and scaling deep—and large systems change (LSC) is likely to require a combination of these types. The findings focus on the phenomenon of scaling, and the strategies by which actors can move social innovation impacts across scales. After broadening their problem frame to pursue large systems change, participants described different strategies depending on whether they attempted to scale out, up, or deep. ‘Scaling out’ relates to an organisation that attempts to affect more people and cover a larger geographic area through replication and diffusion, and ‘scaling up’, relates to an organisation that aims to affect everybody who is in need of the social innovation they offer, or aims to address the broader institutional or systemic roots of a problem. Strategies for ‘scaling deep’ are related to the notion that durable change has been achieved only when people’s hearts and minds, their values and cultural practices, and the quality of relationships they have, are transformed. |
Type/Level of Method
Challenges
The article can help cities determine their scaling strategy and assist cities with translating the approaches to different contexts.
Problem, Purpose and Needs
For many initiatives, the route to greater impact lay in changing institutions and laws, or ‘scaling up’ to affect policies. Context and specifically the variety in contexts matters when determining a scaling strategy. ‘You can scale an idea that lives out differently in every context’. The paper describes the patterns across different case studies. This case study involves a group of grantees in Canada, funded by the Montreal-based J.W. McConnell Family Foundation, who sought greater systemic impact through social innovation. They were asked to reflect on the full arc of their own deliberate learning process on scaling.
Relevance to Climate Neutrality
Challenges
Thematic Areas
Impact Goals
Issue Complexity
Issue Polarisation
Enabling Condition
Essential Considerations for Commissioning Authorities
Engagement Journey
Governance Models and Approaches
Enabling Conditions
Democratic Purpose
Spectrum of participation
Communication Channels
Actors and Stakeholder Relationships
Social innovators are encouraged to network across sectors for focused collaboration, resource-pooling, extending the organisation's sphere of influence and developing unusual alliances.
Participant Numbers
Actors and Stakeholders
Participant Recruitment
Interaction between participants
Format
Social Innovation Development Stage
Scope
Time commitment
The scaling strategies are meant to instigate durable change in social innovations, thus the commitment is long-term.
Resources and Investments
Typical duration
Resources and Investments
In-house
Step by Step
The main strategies for each of the types of scaling can be summarised as follows: Scaling out • Deliberate replication: geographic and numeric replication or spreading of the innovation, while maintaining its integrity and core principles. • Spreading principles: dissemination of the main principles of the innovation, while adapting it to new contexts by knowledge co-creation, social media and learning platforms (open scaling) Scaling up • Policy or legal change efforts: development of new policies, partnering and advocacy Scaling deep • Spreading big cultural ideas: sharing knowledge and practices via learning communities, platforms and participatory means in order to channge narratives, beliefs and norms |
Evaluation
The approach can be evaluated by evaluating the scaling processes themselves to reflect whether the strategy was suitable for the goals of the social innovation.
Connecting Methods
Flexibility and Adaptability
There is flexibility in adoption of the three strategies. The paper concludes that it is likely that a combination of the three strategies is required. Therefore, social innovators need to adapt their strategy to their needs and goals.
Existing Guidelines and Best Practice
References and Further Resources
Bauwens, T., Huybrechts, B., & Dufays, F. (2020). Understanding the Diverse Scaling Strategies of Social Enterprises as Hybrid Organizations: The Case of Renewable Energy Cooperatives. Organization & Environment, 33(2), 195–219. https://doi.org/10.1177/1086026619837126
Moore, M.-L., Darcy Riddell, & Vocisano, D. (2015). Scaling Out, Scaling Up, Scaling Deep Strategies of Non-profits in Advancing Systemic Social Innovation. The Journal of Corporate Citizenship, 58, 67–84. https://www.researchgate.net/publication/
298971574_Scaling_Out_Scaling_Up_Scaling_Deep_Strategies_of_Non-profits_in_Advancing_Systemic_Social_Innovation