Governance of ecosystem-driven missions: The case of Impact Innovation Programme in Sweden

Sweden has long been a leader in research and innovation, but recent years have seen a transition from traditional industry-focused policies toward mission-oriented approaches. The Impact Innovation Programme (IIP) represents the latest evolution of this strategy. Building on the legacy of the earlier Strategic Innovation Programmes (SIPs), the IIP aims to address complex societal challenges—such as net-zero manufacturing, sustainable mineral supply, and public sector reform—by leveraging the collective power of diverse stakeholders across business, academia, and the public sector.

While the previous SIPs were successful in fostering collaboration, they often struggled to achieve measurable systemic change due to broad, non-specific goals and a lack of robust management systems. The IIP attempts to correct these weaknesses by focusing on fewer, larger programmes with clearer mission objectives. This report provides an early-stage 'stress-test' of the IIP’s governance capabilities, assessing how effectively these programmes are using theories of change and portfolio management to achieve their goals.

The research highlights several critical areas for improvement in mission-oriented policy:

• Structural Adaptability: Governance should not be static. As missions evolve, roles and responsibilities must be clarified to reduce conflicts, particularly where coordinators act as both participants and evaluators.
• Strategic Clarity: A well-defined theory of change is essential for aligning stakeholders and monitoring progress. These frameworks must be revisited regularly to ensure that project portfolios remain relevant to the mission's overarching goals.
• Tailored Capacity Building: The introduction of an 'Accelerator' function is vital. This provides shared infrastructure, peer-learning opportunities, and analytical support, helping individual programmes move beyond traditional policy tools like grant calls toward more transformative interventions.
• Strategic Alignment: Maintaining coherence between programme offices and the funding agencies is an ongoing challenge that requires structured, multi-level coordination.

Ultimately, the IIP provides a blueprint for other nations attempting to move from siloed research funding to integrated, mission-driven ecosystems that can tackle interconnected global challenges.