 Innovation is about finding novel solutions to unmet and persistent social problems. Over the last decade we have become used to associate social innovation with heroic individuals who, so our hopes, change the world around us and for us. Let me be a little bit provocative and in the context of this particular forum also slightly old-fashioned or retro. And suggest that for social innovation to deliver their full potential they need to be enacted by organizations, by teams of individuals, by groups of individuals. We at the Stanford Center for Anthropology and Civil Society look at social innovation as an organizational challenge. From the perspective of an organization, two issues are key. First, how can I as an organization develop the capacity to continuously innovate and not rely on the one-hit wonders? Second, I have a successful innovation. How can I scale up that innovation at the scale of the actual problem underneath? Scaling and innovation are two organizational processes that relate to each other in a counter-intuitive way. If you think about innovation, it's about experimenting. It's about challenging the status quo. It's about finding new ways of thinking, new ways of acting. Once you have a successful innovation and that innovation is embedded in your operating model of how you deliver a product or a service, subsequent scaling has to focus, has to basically commit to the operating model in order to actually deliver, create the value from the innovation. Think about innovation as exploration, exploration that has an uncertain outcome. Uncertain outcome, but also it is a process that is expensive and that is wasteful. Scaling, instead, is about exploitation. It's actually about creating value from a past innovation. Innovation is an investment. Scaling is exploring creating value from that investment. These two processes hang together. They are interrelated, but they're also in tension. Managing this tension is a very difficult balancing act, but managing this tension ultimately allows you or defines your capacity to continuously innovate and to actually deliver the social impact that you strive for. In order to further unpack this uneasy relationship between scaling and innovation, let me introduce a concept and the concept is innovation pathologies. Innovation pathologies, how we look at them, are those factors that derail your organization from productive innovation, from a path of productive innovation. A productive path because it allows you to balance the innovation, the investment in the innovation and the creation of the value from scaling. If you look back or if you look today, we have hundreds and books every year about innovation. We are basically conditioned by these books on innovation to look to search for the success factor, for the enabling factors of innovation. But we have very little ability in our organization to reflect back on our own pathologies, on those factors that actually impede us to innovate or that make our innovation less productive. Innovation pathologies, they have different sources. They can be at the individual level, think about the CEO who wakes up every morning, has an idea, a new idea brings it to the organization, and basically too many bad ideas get pushed. Think about insight at the organization, many traditional organizations have a hard time to actually get going with innovation, and basically it's not in their DNA they would say. Or think about funders requesting yet to go for another innovation project and that might impede you to actually go to the scaling by which you can create value from the innovation per se. So here today I would love to explore with you what are the pathologies in your own organization and second how do you overcome these pathologies. Because diagnosing innovation pathologies is key to social innovation and to scaling social innovation productively and successfully. Thank you.