More than 400 scaling superheroes rise to the challenge

CGIAR Scaling Week 2026 brought together more than 400 people to tackle what turns promising agricultural innovations into lasting change: partnerships, resilience and a credible plan for what happens after project funding ends.

What happens when more than 400 scaling superheroes from over 40 countries and 100 organisations gather in Nairobi? At CGIAR Scaling Week 2026, hosted by the International Livestock Research Institute (ILRI), they put their collective strengths to work on a shared challenge: helping agricultural innovations make a lasting difference in people’s lives.

The opening image was a beehive. Timothy J. Krupnik, Director of CGIAR’s Scaling for Impact Program and a former beekeeper, described how thousands of individuals coordinate to achieve something none could accomplish alone. That spirit shaped the week, beginning with the “art of the ask”: tell others what you are trying to achieve, identify the help you need, and start a conversation.

CGIAR Chief Scientist Sandra Milach set a demanding standard: look beyond reach to understand what actually changes for people. Across discussions on investment, public–private partnerships and responsible scaling, participants explored the conditions that make that change possible—real demand, local ownership, affordability and partners ready to carry an innovation forward.

But even strong ideas and committed partnerships encounter setbacks. The second day’s “Rise” session brought that reality into focus through personal stories from Namukolo Covic, Saleef Nyambok and Emma Naluyima. Their experiences of interrupted plans, loss and difficult choices opened a wider conversation about how people and innovations find a way forward.

Emma’s journey from a government veterinary job to building a thriving integrated farm and a school in Uganda illustrated the patience and experimentation involved. Across the Open Spaces, participants examined why successful pilots can still struggle to grow: financing may be unsuitable, demand unproven, regulations restrictive or delivery systems too weak.

The practical lesson was to test the business model and surrounding system alongside the technology. Learning from obstacles means identifying the critical bottleneck, adapting with users and assembling the people and resources needed to continue. Young scalers also need tangible opportunities: education, experience, networks, capital and a voice in decisions.

The final day sharpened the challenge: who pays for scale now? With aid budgets under pressure, participants examined how development finance, government investment, business and philanthropy could support lasting use. Each brings different priorities and requirements; none offers an automatic replacement for grants.

Sessions on beans, rice and village-based advisory services showed what sustained adoption requires. Farmers need reliable seed and inputs, relevant advice, functioning services and buyers for their produce. Trusted local intermediaries need support and a viable livelihood. Innovations travelling between regions need adaptation to their new setting.

Across all three days, a common test emerged: who continues using an innovation, who benefits, and what survives when the project ends?

For the 400+ scaling superheroes, the next challenge is to turn connections into shared work—with clear responsibilities, evidence of demand and a credible plan for sustaining impact.