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Title page 1

Contents 7

Foreword 4

Acknowledgements 5

Executive summary 10

1. Introduction 12

1.1. The number of missions and mission-like initiatives has grown rapidly since the end of the 2010s 14

1.2. The development of the mission-oriented innovation policies concept and mission academic community 15

1.3. Mission-oriented innovation policies hold many future promises 16

1.4. A new wind is blowing on missions 18

1.5. It is time for a thorough stocktaking of lessons learnt and knowledge gaps on missions 18

1.6. The Mission Forward book 19

References 20

Notes 21

2. Framing missions to set them on the right course 23

2.1. What challenges are best addressed by a mission-oriented innovation policy approach? 26

2.2. What are the characteristics of "well-framed" missions? 28

2.3. How can missions be framed well? 32

2.4. What tools are used to frame missions? 40

References 45

Notes 47

3. Enlisting actors, programmes and budgets from science, technology and innovation and beyond 49

3.1. What are missions' main governance structures and arrangements? 51

3.2. How can missions be made truly systemic, beyond science, technology and innovation? 55

References 63

Notes 65

4. Crowding in missions: Engaging private sector actors and stakeholders in missions 66

4.1. What factors deter private sector actors and stakeholders from becoming involved in missions? 68

4.2. What mission design and consultation processes are the most effective in attracting private sector engagement? 70

4.3. What type of policies and incentives are the most effective in attracting private sector investment in the missions? 74

4.4. How can societal, non-profit and other stakeholders to buy-in to the mission objectives be increased? 80

References 83

Notes 83

5. Delivering on mission co-developed strategic agendas 85

5.1. What changes of instruments and incentives do missions require? 87

5.2. What skills, capabilities and modes of empowerment are required in mission teams for delivering on missions? 89

5.3. What are appropriate mission monitoring and evaluation methodologies, criteria, processes and practices? 93

References 97

Notes 98

6. Conclusion 99

6.1. Mission-oriented policies in the current policy context 101

6.2. Mission-orientated policies: adaptation not reinvention 101

6.3. The role of the OECD work on missions in the coming years 102

References 103

Notes 103

Annex A. A unique process to promote dialogue between mission academics and mission practitioners Conclusion 104

Annex B. Composition of the Mission Forward Policy Support Group 108

Annex C. Composition of the Mission Forward Academic Board 109

Annex D. Mission Forward conference participants 110

Annex E. Mission Forward conference sessions 112

Annex F. OECD definition and typology of missions 113

OECD definition of mission-oriented innovation policies 113

OECD typology of mission-oriented innovation policies 113

References 114

Annex G. Bibliometric analysis of mission-oriented and transformative innovation policy literature 115

Implications for policy and research 120

References 121

Note 121

Tables 8

Table 3.1. Governance implications for the five types of mission-oriented innovation policies 51

Figures 9

Figure 1.1. Number of active, new, and completed or discontinued missions per year, 2013-2025 14

Figure 1.2. Network analysis of co-citations in publications in the field of mission-oriented innovation policies 16

Figure 1.3. The four key issues of missions 19

Figure 2.1. CSIRO mission design process with a focus on the "Sprint" step 38

Figure 2.2. Components of the mission formulation process 39

Figure 2.3. Example of a generic mission theory of action in the net zero area 41

Figure 2.4. Impact pathway example from the Austrian EU Missions 41

Figure 2.5. Framing: Analysis of the results of a mission manager template-based consultation 45

Figure 3.1. Enlisting: Top five responses to the mission practitioner survey by category 62

Figure 4.1. Shared agendas in three steps 73

Figure 4.2. CSIRO's mission stage-gate framework 78

Figure 4.3. Research Ireland's National Challenge Fund Programme Model 78

Figure 4.4. Crowding in: Top five responses to the mission practitioner survey by category 82

Figure 5.1. The double additionality of missions 94

Figure 5.2. Delivering: Top five responses to the mission practitioner survey by category 96

Boxes 9

Box 1.1. Why missions? The main expected benefits of a mission approach 17

Box 2.1. Practical insights on challenges best addressed by mission-oriented innovation policies 27

Box 2.2. Mission strategic agendas 28

Box 2.3. When to choose a mission approach? The mission litmus test 29

Box 2.4. Practical insights on framing missions well 32

Box 2.5. Examples of formalised processes for mission definition 37

Box 2.6. Practical insights on the processes to frame mission-oriented innovation policies 39

Box 2.7. Practical insights on the tools to frame mission-oriented innovation policies 43

Box 2.8. Framing: Analysis of the results of a mission manager template-based consultation 44

Box 3.1. Practical insights on the governance of mission-oriented innovation policies 55

Box 3.2. Five pathways to make missions more transformative 58

Box 3.3. Mission-oriented and industrial innovation policy 60

Box 3.4. Practical insights for making mission-oriented innovation policies more systemic 61

Box 3.5. Enlisting: Analysis of the results of a mission manager template-based consultation 61

Box 4.1. The rationales for private sector involvement in missions: Results from a survey 69

Box 4.2. Examples of stakeholder engagement in missions: Vinnova's "pilot missions" and Catalonia's RIS3CAT's Shared Agendas 72

Box 4.3. Practical insights for engaging with the private sector on missions 74

Box 4.4. Involvement of the private sector in mission governance 75

Box 4.5. Practical insights on the most effective types of policies for attracting private sector investment 79

Box 4.6. Practical insights for increasing societal, non-profit and other stakeholders' mission buy-in 81

Box 4.7. Crowding in: Analysis of the results of a mission manager template-based consultation 81

Box 5.1. Practical insights on mission instruments, incentives and institutional configurations 89

Box 5.2. Public sector organisations' capacities for delivering missions 91

Box 5.3. Practical insights on the skills, capabilities and modes of empowerment required for delivering on missions 93

Box 5.4. Practical insights for monitoring and evaluating missions 95

Box 5.5. Delivering: Analysis of the results of a mission manager template-based consultation 95

Annex Tables 9

Table D.1. Mission Forward conference participants 110

Table G.1. Thematic Map of the CLIP Research Field 120

Annex Figures 9

Figure A.1. Schematic view of the overall "Mission Forward" exercise process 106

Figure G.1. Exponential growth of the literature on challenge-led innovation policy 116

Figure G.2. Five bodies of knowledge underpinning the challenge-led innovation policy research field 117

Figure G.3. The Network of collaborating authors in the CLIP research field 118

Figure G.4. Co-occurrence of the keywords that define the field of challenge-led innovation policy 119

출판사 책소개

알라딘제공
Mission-oriented innovation policies (MOIPs) have become an important tool for addressing complex societal challenges, with more than 260 missions launched worldwide since the late 2010s. Their rapid expansion has raised both expectations and concerns, highlighting the need for stronger design and implementation strategies. This OECD report draws lessons from a year-long dialogue between policymakers and researchers, exploring how to frame missions, mobilise actors and resources, crowd in private investment and deliver on shared agendas. It offers examples and shared perspectives from those who both think and do missions, as well as a set of converging perspectives on the best practices around mission-oriented innovation policy.

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