Approach

Applied research aims 

We believe that deeper integration of academic theory and management practice is mutually beneficial. Applied research knowledge should be translatable, and readily available in different forms that are easily accessible to entrepreneurs. With this in mind, Figure 4 indicates how we designed our approach to address the research questions. 

Applied research studies are designed to identify pragmatic solutions to a set of specific problems (rather than a theoretical academic inquiry whose intended audience is primarily other academics). Ultimately, our goal is to see actionable results offering answers to key challenges, which can assist various actors to make better, more informed decisions about where to apply the right type of support for different, improved results at the macro, ecosystemic and venture levels.

We approached this project by applying a systems lens - considering traditional and non-traditional methodologies and systemic innovation techniques - to ensure a holistic view of the challenges facing the scaling ecosystem. Our perspective explores complexity, and attempts to unearth inter-connectedness, and assess the direct and indirect impacts of variable changes. 

We looked at how different interventions might align or interplay.  By thinking, and then designing, actions in more systemic ways, our aspiration is to take a strategic look at what should be done, rather than allow more narrow, tactical interventions to continue to dominate.  We subscribe to the following systems-based principles: be holistic, integrative, multi-dimensional, unbounded, contextualised, adaptive, collaborative, innovative, inclusive,  and iterative. 

We are fully aware that system thinking initiatives rarely translate to practical, executional outcomes. Instead, these initiatives tend to focus on ‘academic’ activities such as mapping and categorisation to explain complex structures and strategies. Sadly subsequent recommendations tend towards high-level policy directives rather than practical, operational outcomes. 

We believe that true transformational change can only occur when downstream resources are stream-aligned, discretely tasked, programme managed and cohesively networked. Only then can systems thinking - through systems ‘doing’ - result in systemic changes. This is why we have proposed a Phase 2 workstream, to take our recommendations through from ideated concepts to full business case development and subsequent operational implementation. Whilst words matter, actions count for far more.  

We addressed knowledge gaps through combining applied research and practical innovation-related approaches. Our theory of change - setting out the sequence of activities contributing towards our desired outcome - was based on the following foundational assessment:

• The commercial scaling knowledge lacuna in Africa was in urgent need of specialist attention. For too long presumptions have been made, without the benefits of an evidence-based evaluation. A more intelligent discussion about scaling in Africa is as long overdue as it is important.   

• We do not assume that businesses can or should scale. By exploring common barriers, success factors, and assessing different pathways for these high-growth ventures, our aim was to bring greater clarity to the subject matter. 

• Our long-term ambition is to bring the power of collective intelligence (data, insights, collaborative actions) to this field of inquiry. Our belief is that these activities can support numerous parties across the entrepreneurial ecosystem. 

• We consider it valuable to assess how evidence, knowledge, peer networks and data-sets, and tracking of innovative approaches (especially around tightly-focused initiatives), can be designed. This doesn’t happen enough - but it should. 

• Understanding where scale-ups need more support and advice to help them mature, secure finance and expand internationally is practically helpful. This information should be widely available and fully accessible. Our research is being made fully available to all, at no direct cost to audiences, to demonstrate our intentionality.  

• Our hope is that this analysis will assist public policy formation and evolution of ecosystem support models, which may inform future funding streams so that specific support for scaling ventures will improve, and be more targeted, segmented and effective.

• Our goal is to support both commercial and social impact. Given that we believe scaling ventures offer the greatest contribution to this aim, and the highest potential to achieve this, our applied research aligns with our own corporate values and objectives to make lasting positive change.

Given the complexity of the subject matter, early on we applied heuristics techniques (which involve a flexible approach to problem-solving using mental shortcuts) through simple educated guesses and intuitive judgments to assist our learning and discovery.

Very few startups manage to survive and scale. The evidence about why is mixed and highly complex. The growth of these ventures is not a uniform or linear process; instead it tends to be sporadic and uneven. This is why promoting an epistemological - or theory of knowledge - approach to the subject of scaling has been essential. A range of different tools, methods, and frameworks have been used whilst conducting this work.