Systems change is not built on single solutions or technological improvements.
We understand that systems are made up of many interconnected elements—such as technology, people, culture, market, policy and environments—which together deliver key societal functions such as energy, housing, materials, food and so on. Many of these systems are changing, or are under pressure to change, in the face of the climate challenge.
Systems are not static but rather, dynamic and change is not linear, but rather, entails multiple, interdependent developments. Change is enacted through multi-actor processes involving industry, government, civil society and citizens, all of whom have their own resources, capabilities, beliefs, strategies and interests.
Through our collaboration network, we work with a wide range of change levers all at once: connecting, testing, integrating, and seeking catalytic and exponential effects.
Systems change is not built on single solutions or technological improvements.
We draw on a range of systems thinkers to help us
understand how we can collectively change systems
Systems change happens when a system’s multiple, interconnected elements—technology, people, culture, markets, policies and environments—reorient and adjust, to allow for emergent solutions and new ways of working to scale and diffuse. Over time, such solutions and new ways of working become dominant, assuming the role of the new norm. Societal shocks, crises, disasters and global trends have significant impact in putting external pressures on the system, thus opening up opportunities for new solutions. The recent Australian bush fires and floods are examples of environmental disasters that have caused people across all types of organisations to question the current way of doings things, and instead, search for new climate-compatible solutions.
While systems change theory has made a lot of progress over the last few decades, practical knowledge and approaches that support the design of targeted system interventions aimed at accelerating systems change are still emergent. Our systems innovation approach fills this gap, working across multiple elements of the system as levers of change to both reorient and re-shape current systems, making them more compatible with a 1.5°C world.
Systems change happens when a system’s multiple, interconnected elements—technology, people, culture, markets, policies and environments—reorient and adjust, to allow for emergent solutions and new ways of working to scale and diffuse. Over time, such solutions and new ways of working become dominant, assuming the role of the new norm. Societal shocks, crises, disasters and global trends have significant impact in putting external pressures on the system, thus opening up opportunities for new solutions. The recent Australian bush fires and floods are examples of environmental disasters that have caused people across all types of organisations to question the current way of doings things, and instead, search for new climate-compatible solutions.
While systems change theory has made a lot of progress over the last few decades, practical knowledge and approaches that support the design of targeted system interventions aimed at accelerating systems change are still emergent. Our systems innovation approach fills this gap, working across multiple elements of the system as levers of change to both reorient and re-shape current systems, making them more compatible with a 1.5°C world.
No single organisation or individual can solve the climate challenge, nor change systems on their own. We work with a broad network of organisations and stakeholders to develop and deliver systems innovation activities.
Sign up to our mailing list and hear about our latest news, program updates and opportunities. Read an example