Innovation has always been integral to UNICEF, intertwined with the organization’s origin and mission. Products like nutrient-rich powdered skim milk used in the 1960s for combating malnutrition in children, and oral rehydration salts in the 1990s as a remedy for diarrhoea, were critical innovations of their time. Harnessing 75 years of experience in innovating for children, UNICEF consistently seeks the highest quality products.
Given the organization’s capacity to reach millions of children annually, a strategic approach to innovation is essential. Which ideas should UNICEF move forward? Should we develop products in-house or source them from other innovators? How do we ensure they are the best fit for children at the best price?
What does product innovation at UNICEF actually entail? And what does it mean for children?
UNICEF’s global supply hub launched its first formalized product innovation unit in 2010, to strategize and streamline the innovation of supplies across the organization. The initially small team, beginning with just two staff, embraced a bold approach characterized by exploring numerous ideas. This phase of innovation involved trying every idea that emerged, fostering a culture of learning by doing, and evolving by trial and error.
“It was all about letting a thousand flowers bloom. We didn’t restrict ourselves – if someone had an idea, we would explore it. It was a time of unbounded creativity, but it was also about learning which of these ideas could take root and flourish.”
The team was flooded with hundreds of ideas for new products that could improve the lives of the world’s most vulnerable children, like a handheld device to detect pneumonia in children – later known as the “ARIDA” project – or a kit that could rapidly confirm if cholera is present in drinking water – later known as the “Rapid Water Quality Testing” project. These ideas not only came from staff within the office but also from global contributors, including academia, field partners, and governments.
During this phase, the Jerry Can Project emerged, aiming to revolutionize the way water was carried in scarcity-hit areas. The idea was to create a collapsible cannister, making it easier and more efficient to transport. The team collaborated with university students in Denmark, working to develop a new mould using a lightweight plastic.
However, the final product faced technical challenges, where the device would often break when filled to capacity. UNICEF learned that developing something sturdy but lightweight while using plastics is a technical feat, something the organization did not have expertise in. This project was a valuable lesson in the importance of understanding that UNICEF’s role may not be in developing products, but instead, communicating the need to others who already have the technical capacity in place.
A more strategic approach to innovation was necessary to balance the enthusiasm for generating ideas with pragmatism for the practical implementation of those ideas. One of the standout successes during this time was the High Performance Tent, a versatile solution used during emergencies as a health facility, school, or psychosocial support centre. The final design featured several innovations, including durable anchoring systems, a straight-wall design, and add-ons like hard flooring, electrical and solar kits, and winter liners.
The High Performance Tent was a pivotal moment for us. It marked our first true co-creation with industry, matching field needs with partner capabilities. This product, now a global standard, is used not only by UNICEF, but several partner agencies. It illustrates the power of working collaboratively and the right way around R&D.”
The project’s success was rooted not only in its innovative design but also in its collaborative process called “co-creation within public procurement,” whereby UNICEF and suppliers work together and integrate field feedback to rapidly develop and refine products. Three tent supplier companies designed the tents and add-ons based on UNICEF’s specified needs, tested the products with UNICEF field offices in various programmatic settings, and refined them according to end-user feedback.
This project demonstrated an intricate need to be clear on the roles and strengths of all actors involved in product innovation. Via this newly defined co-creation process, UNICEF went from “doing innovation” to driving the research and development process whereby UNICEF convened companies and other innovators to create and find solutions together.
With thousands of innovators in the development sector striving to introduce new products for children, but with few products reaching scale mainly due to resource limitations, it became clear that UNICEF must prioritize its efforts and focus in areas where it can have the biggest impact: scaling innovations. By utilizing its vast presence across more than 190 countries and territories, alongside a network of thousands of partners, and strong relationships with donors and governments, UNICEF can generate a greater impact.
This new approach to innovation sometimes involved not innovating anything at all, but instead on finding the great innovations already out there and leveraging UNICEF’s global presence to introduce them to programmes. The NASG innovation project did just that. The Non-pneumatic Anti-Shock Garment is a low-cost first-aid device that limits persistent post partage haemorrhaging in women.
The product had been on the market for several years but was not used broadly in rural settings in developing countries. UNICEF recognized the gap, picked up the product to be included in its catalogue of supplies, and is working to scale it in its global programmes.
During this phase, it also became evident that if UNICEF is positioned to scale an innovation, it will be ready to respond when an emergency strikes. Initiated before the COVID-19 pandemic, the Oxygen Therapy Innovation Project focused on developing new guidance, tools, and equipment for oxygen therapy, a crucial treatment for child respiratory illnesses. This allowed UNICEF to respond swiftly to the increased demand in oxygen during the pandemic, quickly distributing tens of thousands of oxygen concentrators and related equipment across hundreds of countries in record timing.
The success led to the development of additional innovations in the oxygen space, most notably the Oxygen Plant-in-a-Box project, whereby 50 fully functioning oxygen plants have been installed in 19 countries since 2021, with an additional 77 planned for installation.
As UNICEF delved deeper into the nuances of scaling innovations, a crucial realisation emerged: true scaling is inherently linked to driving demand. After noting numerous instances where countries refused new products, UNICEF recognized that the challenge of scaling is seldom about supply, but directly tied to a lack of demand. It’s about ensuring not just the existence of a groundbreaking product, but also committed buyers ready to apply it.
The Complementary Feeding Bowl project exemplifies this refined approach, which involved designing a bowl that features culturally relevant nutritional icons and measuring lines for age-appropriate portion sizes, with a slotted spoon to ensure the first semi-solid foods are of the right consistency and energy density.
While the innovation itself held significant potential, its success with over half a million bowls distributed to 13 countries since 2021 – with a forecasted distribution of 1 million bowls this year – hinged not just on its design or efficacy, but critically on finding governments and organizations willing to invest in it and include it in their budgets for widespread access. The project illustrated the vital importance of aligning product innovation with actual demand, rather than just the need, given that in low resource settings, the needs are virtually endless.
“Investments in innovation only help children’s lives if someone buys and implements the innovation. Products meeting a need, but without a buyer, will remain nothing but a gadget, no matter how well intentioned the investment is, and will therefore not generate any meaningful impact.”
The history of product innovation at UNICEF encapsulates a significant evolution in approach and understanding from the early days of letting a thousand flowers bloom to realising the critical role of demand in scaling. Today, product innovation at UNICEF strategically leverages a global network, partnerships, and insights to make a tangible difference in children’s lives.
Working with the private sector and partners to identify, develop and scale fit-for-purpose products that respond to the unmet needs of children.
An investment in 130 oxygen plants worldwide will help 400,000 children every year to breathe and recover from life-threatening conditions.
Experience the life-changing impact of assistive technology in the lives of four children.
Let’s celebrate World Creativity and Innovation Day with UNICEF’s initiatives that empower children to express their ideas for a better future.
