The last decade of increasing support to innovation has shown significant support for the first stage of innovation – incubation. But the challenge of achieving scale, and of overcoming the complex misalignment of resources, interests and incentives that limit change, requires a different set of processes and resources.

GAHI’s competitive position stems from its attention to this specific part of the innovation cycle, and from being a neutral convenor and facilitator. GAHI seeks impact within each problem/opportunity area, but should not promote any single product or idea.

By staying neutral, GAHI can provide political space and an authorising environment for donors and aid agencies alike to experiment, and a feedback loop that ensures that people affected by disasters can provide feedback.

The ability of a GAHI-convened process to enable experimentation from donors to the field is essential. Donors are arguably more able to invest in a collective process that seeks to solve a problem/embrace an opportunity, than in a series of individual opportunities. Collective processes help immunise all stakeholders from the potential inability of an individual innovation to reach scale by increasing the overall likelihood of a desirable outcome.