Gender business transformation models | D2T4 ALE25
Kafui presented IDH’s five-component approach to gender-transformative business models that deliver both commercial viability and women’s empowerment by addressing root causes of gender inequality. He conducted an interactive demo of IDH’s Innovation Library tool, showing how users can filter innovations to address gender inequality while maintaining business benefits. The presentation emphasized intentional design over add-on approaches.
Digital/blended service delivery – is it delivering more for less? | D2T3 ALE25
IFC and ATI had both experimented with blended approaches which was necessary due to the COVID-19 restrictions. So we now asked: Does Digital Deliver More for Less? Africa Turnaround, African Management Institute and L-IFT presented different aspects to this question. We learnt about an “Uber for BDS” Model: Concept for certified BDS providers to build on and use existing content (rather than reinventing the wheel).
Scaling Agri-BDS in the Ethiopian Barley Value Chain | D2T2 ALE25
We continued the Ethiopian theme as we launched the IFC-Soufflet Ethiopia Case Study which documents the latest phase in IFC’s decade long support to the barley value chain. IFC’s Agribusiness Leadership Program was highly valued but it was the whole package of support that enabled the SMEs to rapidly grow their business.
Segmenting and Tailoring BDS for the SME Market | D2T1 ALE25
Data is also valuable for Segmenting and Tailoring BDS for the SME market.The Agri-SME Learning Collective (ASLC) has proposed moving beyond use of traditional business size/stage criteria
The Business Case For Data Systems | D20S ALE25
Day 2 started where Day 1 left off by urging participants to move from a project mindset to systems building through strategic data sharing. The example of a 7 year project to support Nigerian input suppliers was provided where initial skepticism was overcome through:
• Building relationships through development of a shared vision
• Building in incentives where added value to each participant was clear
• Providing technology to enable participants to easily share data
• Guaranteeing confidentiality through NonDisclosure Agreements and transparent data usage protocols
The result was a sustainable data sharing platform which the private sector co-invested $100,000 to maintain.
Developing Service Coalitions | D1T4 ALE25
IDH demo-ed their Innovation Platform on each day, with a focus on Developing Service Coalitions and Gender Business Model Transformation. In terms of Service Coalitions the benefits were clear, especially where there is complementarity and synergy, however the development of a coalition takes time and upfront investment is needed (Donors take note!). This development phase must ensure the right partners are selected and this process is often under-estimated, with stumbling blocks often being around data sharing and other intellectual property issues.
Local Market BDS Development | D1T3 ALE25
The next session considered Local BDS Market Development. It is clear we share the same problem analysis and to some extent we know what we need to do. We should therefore have a shared vision for a mature BDS market and shorter-term investment priorities that move the local BDS market in this direction.
Beyond Regulation Sustainable BDSP Associations | D1T3 ALE25
It is clear that Government plays a critical enabling role where they can jumpstart processes, but BDS markets cannot be solved by Government alone.
Government Led BDS Quality Assurance | D1T1 ALE25
The vital role of Government was highlighted and this led on to a session examining Uganda and Tanzania’s work on BDS certification. This work is anchored in key Ministries, backed by research which confirms the weaknesses of BDS markets. The Governments’ response includes the development of BDS Strategic Frameworks, BDS Guidelines and draft Certification systems.
National BDS Accreditation Frameworks | D1OS ALE25
Harrison Kaziro opened up the discussion by presenting National BDS Accreditation Frameworks as being essential for improving BDS service quality. He outlined the fragmented nature of current BDS delivery and proposed a systematic approach to standardizing and coordinating services. A tiered BDS certification system backed by sustainable financing was proposed. This system should be developed in phases based on the available resources and capacity.