TRANSITION e-Mag #3 - Page 12

_11 that in a spider graph show the scoring of what you do on different axes. This helps the incubatees self-assess whether they are going in the direction of really being a social innovation. This is useful, because it encourages self-reflection from the outset in a way that helps them readjust their orientation and makes them more aware of what they do. Beyond the tools, the way we are working is by gathering the incubatees into the same workshops and helping them work together on common tools. This is not only to develop their work, but also to create opportunities for peer-to-peer reviewing and networking. This is very useful for the incubatees. Can you give a specific practical example of a tool you have developed for social innovation incubation? The social innovation scanner is a toolkit that we have developed to help social innovation incubators support its incubatees. We created this toolkit using very simple A3 pages, which can be used as a way to guide and articulate a discussion. Practically, we designed this toolkit in a way that makes all the conceptual tools available in a consistent format which everyone can use, print out and use again and again. The aim is that these papers should be self-explanatory and that we can share and use these tools in small groups of people. This is one tool amongst several that we use to help the incubatees develop their ideas and become ready for market. What, in your experience, have been the challenges around helping incubates work on their ideas and their offerings and making them ready for market? Our main concern is about the readiness of the context. Although the idea might be interesting on paper, it does not mean that it will succeed in real life - the factors influencing the success of a social innovation goes beyond the idea. For example it needs a group of people that are really committed, and these need to have some basic competences that are required to make the system work, at least in the beginning when