Introduction: Social Innovation in Energy Transitions

In the context of addressing global energy challenges, social innovation has emerged as a
transformative approach, particularly in regions with limited access to reliable electricity. The
case of WaterLight, a seawater-powered lantern designed for the Wayúu tribe living on the La
Guajira peninsula between Colombia and Venezuela, exemplifies how social innovation can
address critical energy needs. This innovative technology is the brainchild of E-Dina and
Wunderman Thompson Colombia, aimed at empowering indigenous communities through
clean energy solutions.

As climate change continues to impact every corner of the world, achieving Goal 13 of the
United Nations Sustainable Development Goals (SDGs)—which emphasizes combating
climate change and improving access to sustainable energy—has become imperative. In
Colombia, where hydropower constitutes over 70% of its renewable energy capacity, other
sustainable energy solutions like WaterLight are necessary to support off-grid communities.
This device leverages seawater to generate electricity, offering an alternative to fossil fuel
dependency and conventional solar-powered lamps, which may face reliability issues under
limited sunlight conditions.

WaterLight stands out not only as a technological innovation but also as a model for social
well-being enhancement, providing immediate and long-term benefits to marginalized
groups. It integrates seamlessly with global efforts to balance sustainability, accessibility, and
affordability, addressing critical societal challenges while advancing energy transitions. This
case study delves into the 4A model of service delivery—availability, affordability,
acceptability, and awareness—and examines how WaterLight can be scaled to benefit more
communities globally.
Background of the Case

The WaterLight project is a social innovation initiative developed by E-Dina in collaboration

with Wunderman Thompson Colombia, designed to address energy poverty in remote
communities. It specifically targets the Wayúu tribe, an indigenous group living on the La
Guajira peninsula, which lies between Colombia and Venezuela. The Wayúu people face
limited access to electricity despite living near the sea, which provides an abundant resource
for this technology.

Electricity is a cornerstone for economic growth and quality of life, yet 840 million people
worldwide remain without access to it, according to the World Health Organization (WHO).
This lack of electricity hinders essential activities such as nighttime fishing, completing
schoolwork, and using communication devices. WaterLight addresses this gap by using
seawater as a source of power, offering an innovative and sustainable alternative to traditional
energy sources like solar-powered lamps, which are less reliable in regions with inconsistent
sunlight.

WaterLight operates by converting saltwater into electricity using electrolytes and

magnesium, providing light for up to 45 days on a single charge. Unlike conventional
solutions, this device offers immediate benefits, such as enabling children to study after dark,
enhancing fishermen's productivity, and improving mobile phone connectivity. The
technology aligns with global goals to expand renewable energy use, reduce carbon
emissions, and promote environmental sustainability.

The innovation is underpinned by the 4A model—availability, affordability, acceptability, and

awareness. These pillars ensure that the product meets the needs of underserved communities.
For instance, the device is designed to be portable and easy to use, enhancing its availability
and acceptability. Despite initial affordability challenges, E-Dina is working to reduce costs
to make WaterLight more accessible to low-income users.

Social innovation, as demonstrated in this case, goes beyond addressing energy poverty. It
represents a creative reconfiguration of resources and relationships to tackle systemic
challenges in an inclusive way. The success of WaterLight lies in its ability to engage with
diverse stakeholders, including non-profit organizations, government agencies, and the target
communities themselves.
Through partnerships and strategic marketing efforts, E-Dina has highlighted WaterLight’s
impact on the Wayúu tribe, showcasing its potential for scalability to other regions facing
similar challenges. Future plans involve expanding distribution to developing nations such as
Sierra Leone, Nigeria, Gabon, Somalia, and Syria, where access to electricity is limited but
ocean water is abundant.

By bridging technological innovation with social responsibility, WaterLight exemplifies how

businesses can align with global sustainability goals, address community needs, and create
value for underserved populations. The case sets a precedent for combining renewable energy
and social innovation to drive meaningful change globally.

Identification of Developmental Needs

The case highlights several challenges and developmental needs in the context of
WaterLight’s operations, which can be categorized as human resource and operational
inefficiencies. These issues stem from gaps in training, workforce quality, and overall
organizational effectiveness. Below are the identified developmental needs:

1. Inadequate Training on Product Usage and Maintenance

While WaterLight is innovative, its operation requires some technical understanding.
The Wayúu community and other potential users may lack sufficient training to fully
utilize and maintain the product, leading to underutilization or misuse of the
technology. This highlights a need for community-focused training programs to
enhance user knowledge and product longevity.

2. Gaps in Workforce Skills for Manufacturing Efficiency

The manufacturing process of WaterLight, which involves complex components like
magnesium and saltwater electrolytes, requires skilled labor. There may be
inefficiencies in production due to insufficiently trained factory workers, leading to
delays, quality inconsistencies, and higher production costs. This points to a need for
upskilling the workforce to improve production efficiency and reduce costs.
 3. Limited Awareness and Marketing Expertise
The case indicates that promoting the product's unique value proposition and raising
awareness among broader audiences has been a challenge. Employees involved in
marketing and awareness campaigns may lack the skills to leverage digital platforms
and strategic storytelling effectively. This reflects a need for training in digital
marketing and community engagement strategies to improve outreach.

4. Operational and Managerial Coordination Challenges

Expanding the product to global markets like Sierra Leone and Nigeria requires a
well-coordinated approach from management. A lack of strategic alignment between
top management and operational teams can hinder scaling efforts, particularly in cost
management, product distribution, and collaboration with NGOs and government
bodies. There is a need for leadership training and cross-departmental communication
improvement to align organizational efforts.

5. Quality Control Issues in the Manufacturing Process

The case mentions E-Dina’s efforts to simplify and standardize the manufacturing
process to reduce costs. However, without proper quality control measures in place,
the product's reliability could be compromised, negatively impacting customer trust.
Training factory workers on quality assurance practices is essential to ensure
consistent product performance.

6. Affordability and Economic Feasibility Challenges

The initial pricing of WaterLight between $60 and $100 is high compared to the
income levels of the target audience. Employees involved in cost management and
product development need further training on cost optimization techniques to make
the product more affordable without compromising quality.

7. Lack of Community Engagement Skills

Employees interacting with the Wayúu and other underserved communities may not
fully understand the cultural sensitivities and unique needs of these populations. This
highlights a need for cultural competence training to ensure effective and respectful
engagement.

By addressing these developmental needs through targeted training programs, improved

workforce management, and enhanced coordination across business functions, E-Dina can
improve its overall effectiveness, scale operations successfully, and sustain the impact of
WaterLight globally.
Main Issues

1. How can E-Dina reduce the production costs of WaterLight to make it more
affordable for low-income communities while maintaining product quality?

2. What strategies can E-Dina implement to effectively raise awareness and expand the
adoption of WaterLight in underserved regions globally?

3. How can E-Dina ensure that the workforce involved in production, marketing, and
community engagement is adequately trained to meet operational and strategic goals?

Internal/External Needs Assessment

Statements

1. The lack of access to electricity in remote communities like the Wayúu tribe
represents a critical performance discrepancy, impacting their economic activities,
education, and quality of life, as highlighted in the case study.

2. Addressing this performance discrepancy aligns with E-Dina and Wunderman

Thompson Colombia’s organizational goals of promoting social innovation and
sustainable energy solutions.

3. The challenges faced, such as high production costs and limited awareness of the
product, can be corrected through targeted employee development programs,
including training in technical innovation, marketing, and cross-sector collaboration.

4. Employee development can enhance the design and manufacturing process by

optimizing resources, reducing production costs, and ensuring the product’s
affordability and accessibility, as identified in the case.

5. Training employees to improve marketing and outreach strategies, particularly with

underserved communities, is a cost-effective alternative to external interventions, as it
leverages internal expertise to drive product adoption and awareness.

6. Investing in employee development ensures the organization can scale operations

sustainably while reducing costs associated with redesigning or overhauling
 processes, making it a cost-effective and practical solution to addressing the identified
discrepancies.

1. Does a performance discrepancy exist?

Yes, several performance discrepancies exist within E-Dina’s operations and workforce:

 Internal Issues:

o Manufacturing inefficiencies due to unskilled labor result in higher costs and

quality inconsistencies.

o Marketing and awareness campaigns lack strategic expertise, limiting the

product’s outreach and adoption.

o Coordination challenges between top management and operational teams

hinder effective scaling.

 External Issues:

o The target communities often lack the knowledge to use and maintain
WaterLight effectively.

o High product costs create affordability challenges for underserved

populations.

2. Is it important to the organization?

Yes, these discrepancies are critical to E-Dina’s success for the following reasons:

 Addressing manufacturing inefficiencies will lower costs, ensuring affordability for

target users.

 Effective marketing and outreach will increase product adoption, expand market
penetration, and enhance brand reputation.

 Training the target communities on product use will maximize the impact of
WaterLight, fostering trust and long-term usage.
  Aligning internal coordination will streamline decision-making and scaling efforts,
enabling sustainable growth.

3. Is it correctable through employee development?

Yes, most of these discrepancies can be addressed through targeted employee development:

 Manufacturing Training: Upskilling factory workers in quality control, cost-efficient

production techniques, and technical aspects of WaterLight can enhance productivity
and reduce costs.

 Marketing Training: Equipping marketing teams with skills in digital marketing,

storytelling, and community engagement will improve outreach efforts.

 Leadership and Coordination Training: Training for top management and operational
teams in cross-functional collaboration and strategic alignment will address
coordination gaps.

 Community Engagement Training: Training employees in cultural competence and

product education delivery will improve engagement with target users and increase
customer satisfaction.

4. Is employee development the most cost-effective solution that can be applied?

Yes, employee development is among the most cost-effective solutions for these issues
because:

 Training existing employees is more economical than hiring new staff or outsourcing
operations.

 Workforce development leads to long-term improvements in productivity, quality, and

customer satisfaction, creating sustainable value.

 Enhanced skills in marketing and community engagement can significantly increase

product adoption without heavy investment in external consultants or advertising
agencies.

 Investing in leadership training fosters better internal communication and decision-

making, which are essential for scaling operations globally.
By addressing these internal and external needs through employee development, E-Dina can
reduce operational inefficiencies, expand market reach, and ensure WaterLight’s success as a
social innovation product.
Existing Arrangement

The WaterLight initiative by E-Dina and Wunderman Thompson Colombia represents the
existing arrangements within the organization and industry to address the lack of electricity in
remote communities like the Wayúu tribe. This section analyzes the ongoing processes
described in the case, highlighting their strengths and weaknesses.

Current Arrangements in the Organization

1. Product Design and Development:

The WaterLight is a seawater-powered lantern that uses saltwater electrolytes to
generate electricity. It has been specifically designed for remote communities like the
Wayúu tribe, addressing their energy needs for activities such as night fishing,
studying, and charging mobile devices. The product is portable, reliable, and
sustainable, offering an innovative alternative to traditional solar lamps.

o Pros:

 The product provides instant and sustainable energy, reducing

dependency on solar-powered lamps, which may be ineffective in
regions with limited sunlight.

 It is versatile, serving multiple purposes like lighting, mobile phone

charging, and improving daily life activities.

 The technology aligns with renewable energy goals and global

sustainable development objectives.

o Cons:

 The production cost is high, as the initial price of WaterLight is

between USD 60–100, which is steep for low-income communities like
the Wayúu, where the average monthly wage is approximately USD
260.

 The product design, such as etched patterns and a handcrafted strap,

increases manufacturing costs, limiting affordability and scalability.
2. Marketing and Awareness:
The organizations have promoted WaterLight through social media campaigns and
partnerships with NGOs and government agencies. These efforts aim to raise
awareness about the product’s benefits and increase its acceptance among target
communities.

o Pros:

 Social media and collaboration with non-profits have enhanced

visibility, making the product known to a wider audience.

 Awareness campaigns have demonstrated the tangible benefits of

WaterLight, such as improved income for fishermen and better study
conditions for children.

o Cons:

 Awareness is still limited to specific regions like the Wayúu tribe,

leaving many underserved communities globally unaware of the
product.

 Relying on partnerships and campaigns may not be sufficient to

achieve widespread adoption without additional resources or outreach
strategies.

3. Partnerships and Collaborations:

E-Dina and Wunderman Thompson Colombia have collaborated with NGOs and
government organizations to distribute WaterLight to communities in need. They have
also explored opportunities to expand to other regions like Sierra Leone, Nigeria,
Gabon, and Somalia.

o Pros:

 Partnerships with government and non-profit organizations provide

credibility and facilitate access to remote areas.

 Collaborative efforts align with the company’s mission of social

innovation and community support.

o Cons:
  Scaling these collaborations to meet the needs of a larger audience
remains a challenge.

 Overreliance on external organizations for distribution and outreach

may delay progress and limit the product's reach.

4. Production and Scalability:

The current production model includes handcrafted elements, which, while culturally
significant, add to the product’s cost and complexity. The company is exploring ways
to simplify the design, reduce component sizes, and lower manufacturing costs
through industrial processes.

o Pros:

 The product’s unique design integrates cultural significance, increasing

its acceptability among target communities like the Wayúu.

 Efforts to reduce production costs and streamline manufacturing

processes demonstrate a commitment to long-term sustainability.

o Cons:

 The current production process is not industrialized, limiting

scalability and increasing costs.

 Without cost-effective manufacturing, the product may remain

inaccessible to many low-income communities.

Imminent Training and Development Plan

Based on the case information, the following Training & Development (T&D) plans are
proposed to address the organization’s challenges and align employee development with
organizational goals. Each plan focuses on employee development needs and organizational
objectives, ensuring that these activities are carefully designed, well-administered, and
thoroughly evaluated.
Development Plan 1: Technical Training for Product Optimization

Description

Train employees in advanced product design and manufacturing processes to reduce

production costs and simplify WaterLight's components. This training will focus on creating a
more efficient electrical circuit, reducing the size of components, and streamlining the design
by eliminating unnecessary custom details like etched patterns and handcrafted straps.

Pros

1. Cost Reduction
Optimizing product design can significantly lower production costs, making
WaterLight more affordable for underserved communities. This ensures the
organization can scale operations while maintaining accessibility.

2. Scalability
Training employees in industrial production methods enables the organization to
produce WaterLight at higher volumes, expanding its reach to more remote
communities globally.

3. Sustainability
A streamlined design aligns with sustainable development goals by reducing waste
and energy usage during production.

Cons

1. Initial Investment
The training program requires significant initial investment in materials, trainers, and
facilities, which may strain the organization's budget.

2. Cultural Impact
Simplifying the design may reduce the cultural significance of handcrafted elements,
potentially affecting acceptability among communities like the Wayúu.

Development Plan 2: Marketing and Communication Training

Description
Train employees in effective marketing and outreach strategies to enhance product awareness.
This training will focus on leveraging social media, storytelling, and community engagement
techniques to communicate WaterLight’s value and impact to underserved communities.

Pros

1. Increased Awareness
Employees trained in marketing strategies can effectively reach more communities,
improving the visibility and acceptance of WaterLight.

2. Cost-Effectiveness
In-house marketing reduces dependency on external agencies, saving costs while
maintaining control over messaging and outreach.

3. Community Engagement
Training employees in culturally sensitive communication ensures the organization
builds trust with target communities, fostering stronger relationships.

Cons

1. Time-Intensive
Marketing training takes time to show measurable results, potentially delaying the
impact of awareness campaigns.

2. Resource Dependency
Employees may require additional tools or resources, such as advanced marketing
software or platforms, increasing operational costs.

Development Plan 3: Cross-Sector Collaboration Training

Description

Equip employees with skills to collaborate effectively with NGOs, government agencies, and
other stakeholders. This training focuses on negotiation, project management, and
partnership-building techniques to strengthen existing collaborations and create new ones.

Pros
 1. Expanded Distribution
Stronger partnerships enable the organization to reach remote regions more
efficiently, improving the product’s accessibility.

2. Enhanced Credibility
Effective collaborations enhance the organization’s reputation as a reliable partner in
social innovation, opening doors to further opportunities.

3. Resource Sharing
Partnerships often come with shared resources and expertise, reducing the burden on
the organization’s internal teams.

Cons

1. Coordination Challenges
Cross-sector collaboration requires careful coordination, which can slow down
decision-making and implementation.

2. Dependency Risks
Over-reliance on external stakeholders may limit the organization’s autonomy in
scaling operations or adjusting strategies.

Development Plan 4: Customer Service and Feedback Training

Description

Provide training on gathering and analyzing customer feedback to ensure the WaterLight
meets the evolving needs of its users. Employees will learn how to conduct surveys, focus
groups, and interviews, focusing on both functional and emotional aspects of customer
satisfaction.

Pros

1. Product Improvement
Feedback directly informs product improvements, ensuring WaterLight remains
relevant and useful to target communities.
 2. Customer Loyalty
A feedback-driven approach builds trust and loyalty among customers, enhancing the
organization’s brand value.

3. Proactive Problem-Solving
Regular feedback collection allows the organization to identify and address issues
before they escalate.

Cons

1. Logistical Complexity
Conducting surveys and focus groups in remote areas requires significant logistical
planning and resources.

2. Data Analysis Costs

Collecting and analyzing customer feedback may require additional tools or expertise,
increasing operational expenses.

Development Plan 5: Cultural Sensitivity Training

Description

Train employees to understand and respect the cultural values of the communities they serve,
such as the Wayúu. This training will focus on aligning product features with cultural
preferences and ensuring marketing materials reflect cultural sensitivities.

Pros

1. Increased Acceptability
Cultural sensitivity enhances the acceptability of WaterLight, fostering trust and
adoption among target communities.

2. Stronger Community Relations

Understanding cultural values strengthens relationships with communities, ensuring
long-term partnerships and loyalty.

3. Reputation Building
A culturally respectful approach enhances the organization’s image as a socially
responsible company.
Cons

1. Resource Requirements
Designing and implementing culturally tailored training programs requires additional
resources and expertise.

2. Limited Scalability
Cultural sensitivity training may be region-specific, limiting its applicability to other
areas or demographics.

Proposed Training and Development Realization Plan

This section focuses on the realization of the proposed Training & Development (T&D) plan
by prioritizing employee development needs, allocating resources effectively, and integrating
the surviving programs into a cohesive working plan. The plan will address existing
challenges and prepare E-Dina and Wunderman Thompson Colombia for a sustainable and
prosperous future.

Phase 1: Prioritization of Employee Development Needs

Based on the case analysis, the prioritized needs are as follows:

1. Technical Training for Product Optimization

o This is the highest priority as it directly addresses the issue of high production
costs and limited scalability, ensuring the affordability of WaterLight for
underserved communities.

2. Marketing and Communication Training

o Effective marketing is essential to raise awareness and increase product

acceptance among the target audience, especially in new regions where
WaterLight can be introduced.

3. Cross-Sector Collaboration Training

 o Strengthening partnerships with NGOs, government agencies, and other
stakeholders is crucial for expanding distribution networks and improving the
product's accessibility in remote areas.

4. Customer Service and Feedback Training

o Gathering and analyzing customer feedback ensures that WaterLight remains

relevant to user needs and allows for continuous improvement in product
design and features.

5. Cultural Sensitivity Training

o Understanding and respecting the cultural preferences of communities like the

Wayúu enhances product acceptability and builds stronger relationships with
target users.

Phase 2: Resource Allocation in Priority Order

Step 1: Allocation to Technical Training for Product Optimization

 Activities:

o Train employees in advanced manufacturing techniques, circuit design, and

cost-effective material sourcing.

o Conduct workshops on simplifying the product design for scalability.

 Resources:

o Budget for trainers, equipment upgrades, and external consultants specializing

in production efficiency.

 Expected Outcome:

o Reduced production costs and increased scalability, making WaterLight

affordable and accessible.

Step 2: Allocation to Marketing and Communication Training

 Activities:
 o Train employees in social media marketing, community engagement
strategies, and storytelling techniques.

o Develop culturally sensitive marketing materials tailored to target

communities.

 Resources:

o Budget for training programs, marketing tools, and digital advertising

platforms.

 Expected Outcome:

o Improved awareness and product adoption among underserved communities

globally.

Step 3: Allocation to Cross-Sector Collaboration Training

 Activities:

o Conduct workshops on partnership management, negotiation, and project

coordination.

o Train employees to effectively collaborate with NGOs, government agencies,

and private organizations.

 Resources:

o Budget for professional trainers and resources to build stakeholder

engagement skills.

 Expected Outcome:

o Stronger partnerships, improved distribution networks, and expanded reach of

WaterLight.

Step 4: Allocation to Customer Service and Feedback Training

 Activities:

o Train employees to conduct surveys, interviews, and focus groups.

o Equip employees with tools to analyze feedback and implement product

improvements.
  Resources:

o Budget for training sessions, data collection tools, and analysis software.

 Expected Outcome:

o Continuous product improvement and enhanced customer satisfaction.

Step 5: Allocation to Cultural Sensitivity Training

 Activities:

o Conduct cultural awareness workshops focusing on the values and preferences

of target communities.

o Develop guidelines for culturally appropriate product design and marketing.

 Resources:

o Budget for trainers, workshops, and research on cultural practices.

 Expected Outcome:

o Increased product acceptability and stronger community relationships.

Phase 3: Integration into the Working Plan

The surviving programs are integrated into a cohesive plan as follows:

1. Timeline:

o Each training program will be conducted in quarterly phases, starting with the
highest priority (technical training).

2. Coordination:

o A dedicated project manager will oversee the integration and execution of all
training programs, ensuring alignment with organizational goals.

3. Monitoring and Evaluation:

o Key performance indicators (KPIs) such as production cost reduction, product

adoption rates, stakeholder partnerships, customer satisfaction scores, and
cultural acceptance will be used to evaluate the effectiveness of the programs.
 4. Feedback Loop:

o Regular feedback from employees and stakeholders will inform adjustments to

the T&D programs to ensure continuous improvement.

Evaluation of the Training and Development Plan

Strengths:

1. Alignment with Organizational Goals:

The plan focuses on solving core issues such as affordability, scalability, and
community engagement, directly supporting the organization’s mission of social
innovation.

2. Comprehensive Approach:
The plan addresses multiple dimensions—technical, marketing, partnerships,
customer feedback, and cultural sensitivity—ensuring holistic improvement.

3. Sustainability:
By reducing production costs and improving outreach, the organization can sustain its
operations while expanding its impact globally.

Weaknesses:

1. Initial Investment:
Implementing the T&D plan requires a significant upfront investment in training
programs, tools, and resources.

2. Time-Intensive:
Some programs, such as customer feedback and cultural sensitivity training, may take
time to show measurable results.

3. Resource Constraints:
Limited resources may restrict the scope of training programs, requiring careful
prioritization and allocation.