Abstract
The role of publicly funded organisations in implementing accelerated low carbon innovation policy is receiving increasing attention. Due to different national contexts and priorities however, policy makers face high levels of complexity in understanding what organisational approaches might best suit their aims. This paper develops a set of ten principles for accelerated innovation organisation design, which seek to provide policy makers with a tool to better understand the interplay of different design features on innovation outputs. The principles are applied to a comparative case study of the Energy Technologies Institute (ETI), United Kingdom (UK), and the Advanced Research Projects Agency– Energy (ARPA-E), United States (US). Results demonstrate that the design of the ETI, which embedded incumbent industry actors and engaged a narrower set of staff competencies, caused it to prioritise un transformative innovation, contrary to its initial mission. Conversely, the operational approach of ARPA-E has created an entrepreneurial, flexible approach to pursuing transformative innovation. The organisation however lacks long term stability in a changing political environment. Conclusions explore the implications of these results for policy makers seeking to design organisations that are effective in accelerating low carbon innovation.
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