Knowledge that is used in the production of ICT-focused water innovations also
comes from non-implementing partners. The reports consulted and the interviews
conducted in this study showed that the knowledge possessed by these partners was
accessed through different mechanisms and at different degrees. Some of the
innovators obtained knowledge from potential customers and end-users of their
innovations by actively engaging them in some stages of the innovation process.
For example, in the App service for faecal sludge management (PULA) project in
Mozambique, the innovators applied a “user-centred design” approach. This iterative design approach helped to understand the customers’
6 needs and requirements
and to develop a prototype that considered these realities. The customers were
involved in the design process through a mixture of methods, including surveys
and interviews as well as brainstorming workshops. Through these consultation
processes, the innovators collected data and information about several aspects:
features needed in the application, level of complexity desired, how much potential
customers currently pay for similar services, their willingness to pay for and interest
in the innovation and so on.
Other strategies used in the ICT-WIPs to access the knowledge possessed by
non-implementing partners include involvement (of these partners) as members of
project steering committees, ad hoc consultations to seek their expert advice on some
aspects of the innovation and invitations to attend project events and activities. For
instance, in the Self-Billing and payment of water bills project in Ghana, a steering
committee was formed under the auspices of the Water Directorate of the Ministry of
Water Resources, Works and Housing and headed by the Director for Water. The
committee is responsible for strategic oversight and provides recommendations at
each stage of the project. Such a platform offers an opportunity for committee
members to contribute knowledge that can be used in the innovation process. In
the case of Chezo serious gaming project in Kenya, it was reported that a few
stakeholders and water experts were invited to the project kick-off event which
aimed, among other things, to communicate the innovation idea to them and have an
exchange on how they could best make use of (computer-based) serious games.
Some of the stakeholders also attended the training on serious gaming.
All in all, by engaging with relevant stakeholders, the innovators were able,
among other things, to acquire necessary knowledge for their innovation processes
and to easily make a case (and secure strategic support) for their ICT innovations in
water management.
6 The potential customers of this application are of two categories: (1) vacuum tankers and smallscale service providers providing services to low income consumers, and (2) municipalities,
utilities, regulators and financing institutions who need faecal sludge management-related data to
improve regulation of services.
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comes from non-implementing partners. The reports consulted and the interviews
conducted in this study showed that the knowledge possessed by these partners was
accessed through different mechanisms and at different degrees. Some of the
innovators obtained knowledge from potential customers and end-users of their
innovations by actively engaging them in some stages of the innovation process.
For example, in the App service for faecal sludge management (PULA) project in
Mozambique, the innovators applied a “user-centred design” approach. This iterative design approach helped to understand the customers’
6 needs and requirements
and to develop a prototype that considered these realities. The customers were
involved in the design process through a mixture of methods, including surveys
and interviews as well as brainstorming workshops. Through these consultation
processes, the innovators collected data and information about several aspects:
features needed in the application, level of complexity desired, how much potential
customers currently pay for similar services, their willingness to pay for and interest
in the innovation and so on.
Other strategies used in the ICT-WIPs to access the knowledge possessed by
non-implementing partners include involvement (of these partners) as members of
project steering committees, ad hoc consultations to seek their expert advice on some
aspects of the innovation and invitations to attend project events and activities. For
instance, in the Self-Billing and payment of water bills project in Ghana, a steering
committee was formed under the auspices of the Water Directorate of the Ministry of
Water Resources, Works and Housing and headed by the Director for Water. The
committee is responsible for strategic oversight and provides recommendations at
each stage of the project. Such a platform offers an opportunity for committee
members to contribute knowledge that can be used in the innovation process. In
the case of Chezo serious gaming project in Kenya, it was reported that a few
stakeholders and water experts were invited to the project kick-off event which
aimed, among other things, to communicate the innovation idea to them and have an
exchange on how they could best make use of (computer-based) serious games.
Some of the stakeholders also attended the training on serious gaming.
All in all, by engaging with relevant stakeholders, the innovators were able,
among other things, to acquire necessary knowledge for their innovation processes
and to easily make a case (and secure strategic support) for their ICT innovations in
water management.
6 The potential customers of this application are of two categories: (1) vacuum tankers and smallscale service providers providing services to low income consumers, and (2) municipalities,
utilities, regulators and financing institutions who need faecal sludge management-related data to
improve regulation of services.
190
S. Mvulirwenande and U. Wehn