2025国家农业数据基础设施建设政策指南

NationalAgricultural

DataInfrastructure

APolicyGuide

Contents\iii

Contents

Acknowledgmentsvii

ExecutiveSummaryix

1.OpportunitiesandChallengesoftheAgriculturalSector

intheDataEconomy1

1.1TheImportanceoftheDataEconomytotheAgriculturalSector1

1.2TheChallengeofDataManagement2

1.3PurposeandStructureoftheDocument3

2.CommonInfrastructureforDatainCountries5

2.1DigitalisationofAgriculture5

2.2WhyCountriesNeedInfrastructureforData6

2.3DigitalPublicInfrastructure6

2.4TheCommonwealthIsModelofDPIanditsApproachto

AgriculturalDataManagement7

2.4.1UnderstandingthetermINationalAgricultural

DataInfrastructureI8

2.5TheProcessofValidatingtheNAgDIModel8

2.6TheNAgDIandItsComponents10

2.7RoadInfrastructureAnalogyforNAgDI11

2.7.1TarmacandBridges11

2.7.2RoadSignsandMarkings11

2.7.3EnforcementofRegulations12

2.7.4ConstructionandMaintenanceoftheInfrastructure13

2.8OverviewofNAgDIandItsInvestmentAreas16

2.8.1InvestmenttoCollateandDevelopPoliciesandPrinciplesfor

NAgDI16

2.8.2InvestmenttoEnsureIndependentGovernanceand

Administration18

2.8.3InvestmenttoAssembleTechnologiesandSystems20

2.8.4InvestmenttoDevelopMarketingandBusinessStrategy21

iv\Contents

3.TheGenericGuidetoInvestinginNAgDI24

3.1AFigurativeFive-YearGuidefortheImplementationofNAgDI24

3.1.1StrategicInterventionsTimelineinYearOne25

3.1.2StrategicInterventionsTimelineinYearTwo28

3.1.3StrategicInterventionsTimelineinYearThree29

3.1.4StrategicInterventionsTimelineinYearFour30

3.1.5StrategicInterventionsTimelineinYearFive30

4.ApproachestotheOperationalisationofNAgDI32

4.1CollaborationastheFoundationfortheImplementationofNAgDI32

4.2ExamplesofNationalUseCasesofNAgDI32

4.3AUsefulAnalogyfortheOperationalisationofNAgDIinSupportof

ServiceProviders33

4.4ExamplesofDigitalPublicGoodsandAssetsInvestments34

5.ConclusionsandRecommendations37

5.1Conclusions37

5.1.1ContinuingtheJourneyofNAgDIwithCommonwealth

Stakeholders38

5.2Recommendations38

5.2.1GuidingRecommendationsforInvestmentinPoliciesand

Principles38

5.2.2GuidingRecommendationsforInvestmentinGovernance

andAdministration39

5.2.3GuidingRecommendationsforInvestmentinTechnologies

andSystems39

5.2.4GuidingRecommendationsforInvestmentinMarketingand

Business39

References40

Thelong-termeffectofpolicyinaction

ofnationalgovernmentstomanage

theirdatawillbeaweaknationaldigital

sovereignty–thatistheinabilityof

nationalgovernmentstoexercise

theirpowerandauthoritytomakefree

decisionsaffectingtheircitizensand

businesseswithinthedigitaldomain

AdaptedfromGawen,E.etal.(2021)Digitalsovereigntyisthepowerandauthorityofanationalgovernmenttomakefreedecisionsaffectingcitizensandbusinesseswithinthedigitaldomain

Acknowledgments\vii

Acknowledgments

ThisreportwaspreparedundertheoverallguidanceofDrRuthKattumuri,SeniorDirectorintheEconomicDevelopment,TradeandInvestmentDirectorateoftheCommonwealthSecretariat.TheprojectwasledbyRajivBabooram,AdviserandHead,CommonwealthConnectivityAgendaSection.ThereportwascoordinatedbyDrBenjaminKwasiAddom,Adviser,AgricultureandFisheriesTradePolicy,

CommonwealthConnectivityAgendaandKrishanJBheenick,LeadConsultant,KnowledgeManagement,Networking&CapacityBuilding(KMNCB)Associates,Mauritius.

WewouldliketothanktheproductionteamattheCommonwealthSecretariat,RossFulton,CliveLawson,AlisonArnoldandHughGullandfortheirworkonthisreport.

Contributors:DrEdwardMorrison,Consultant,ThusoLtd,Kenya;MarvinNiiAdom

Armah,SeniorAccountManager,FarmerlineGroup,Ghana;SadmanSadek,FounderandCEO,DigitalInnovationforImpact(Dii),Bangladesh;DrMichaelWilson,Head

ofElectronicsDivision,InstituteforScientificandTechnologicalInformation(CSIR),

Ghana;TanvirQuader,SeniorSoftwareEngineer,AspiretoInnovate(A2i),Bangladesh;AnnieSingo,ICTOfficer,EGovernment,Malawi;AlickMphonda,DeputyDirector,

NationalStatisticalOffice,Malawi;DrMichaelBrown,Consultant,ThusoLtd,South

Africa;RomanMalumelo,Coordinator,DonorCommitteeinAgricultureandFood

Security(DCAFS),Malawi;RonaldKondwaniUdedi,Owner,RontoMultimedia,Malawi;

GeorgeMarechera,HeadDigitalSystemsandSolutionsforAgriculture,AGRA,Kenya;OmarBakari,Co-founder,TanzaniaDataLab,Tanzania;TuntufyeLNtaukira,Digital

GovernanceAnalyst,UnitedNationsDevelopmentProgramme(UNDP),Malawi;Dr

MartinLimbikaniMwale,LecturerinEconomics,UniversityofMalawi,Malawi;MaureenAblaAhiataku,SeniorMeteorologist,GhanaMeteorologicalAgency(GMet),Ghana;

ElizabethMNamaona,NationalDirector,CivilSocietyAgricultureNetwork(CISANET),Malawi;AmyPaul,SeniorDirectorofProfessionalServices,VitalWave,USA;inputs

fromover400participantsattheMalawi,Ghana,BangladeshandBarbadosmulti-stakeholderdialoguesandtheCommonwealthConnectivityAgendaTeam.

ExecutiveSummary\ix

ExecutiveSummary

Theambitioustargetofboostingtradeacross

theCommonwealth,intheprocessgrowintra-

CommonwealthtradetoUS$2trillionby2030

andexpandinvestmentthroughabottom-upandmember-ledapproach,remainsanenormous

hurdleforthe56membercountries.Achieving

thistargetisexpectedtoleveragethestrength

oftheCommonwealthtosupportgrowthand

createemploymentinthewakeofdecliningglobalmultilateralismandtheriseofprotectionism.Withsomuchatstake,itisnosurprisethatfoodsystemstransformationhasbeenrecognisedasacritical

pillarformostCommonwealthcountries.Yetthe

foodimportbillofCommonwealthmembersis

risingrapidly,reaching$272billionin2023,andoverthenextdecade,theCommonwealth’spopulationisprojectedtogrowbyover385million,requiringanadditional$100billioninfoodimportstomeetthisincreaseddemand(CommonwealthSecretariat,

2024a).

Againstthisbackdrop,digitalisation offoodproductionandtradecanbe agamechangerinacceleratingtheambitioustargetfortheCommonwealth.

Datahasbecometheengineofeconomicgrowth

formanyeconomiestodayanditisthefuelthat

propelsdigitalisation.Butdespiteitshugepotential,harnessingthegainsofdigitalisationforintra-

regionaltradefacesasignificantchallengedueto

theabsenceofacoordinatedfoundationallayer

fordatainthesecountries.Thishasresultedin

disaggregated,siloedandduplicateddatasystems,operationalinefficienciesanddatapowerimbalanceswhichposeahugebarriertotheinteroperabilityof

digitalservicesandproductsbetweencountriesinsupportofintra-Commonwealthtrade.

Inresponsetotheabovechallenge,the

CommonwealthSecretariat,throughthe

CommonwealthConnectivityAgendaforTrade

andInvestment,andincollaborationwithother

1

Referringtoanydataordifferentpiecesofdata,when

broughttogether,canleadtotheidentificationofaparticularpersonorentity,includingfarmers,traders,enterprises,

consumers,fieldIDsorpolygonsoffarmers’fields.

technicalpartners,beganexploringtheconceptofnationaldatainfrastructureforcountriesin2022.

Thereafter,theConnectivityAgendadevelopedamodelofNationalAgriculturalDataInfrastructure(NAgDI)throughacollaborativeprocesswith

someselectedcountries.Theprocessincludes

diagnosticengagementbycreatingawareness

onthedatacoordinationissue,discussingand

validatingthemodelwithinthenationalcontext,

buildingconsensusonpotentialfollow-upactionsbystakeholders,andadvocatingforthedesignandestablishmentofanationallycoordinatedapproachtoagriculturaldatamanagement.

Threemulti-stakeholdernationaldialogues

wereheldinMalawi(2023),Ghana(2023)and

Bangladesh(2024);onemulti-stakeholderregionaldialoguewasheldintheCaribbean(2024);and

onemulti-stakeholderdialoguewasheldat

COP28inDubai(2024).Asafollow-uptothesedialogues,aWriteshopwasheldinMalawiin

2024todevelopaguideforinvestinginNAgDI,withexpertsrepresentingthemulti-stakeholderdialogues.ThepolicyguideforinvestinginNAgDIpresentedinthisdocumentisagenericguideforallcountries.Theguide,whichwascollaborativelyproducedwiththesupportofmembercountriesandexperts,wasvalidatedin2025throughan

onlineWebinarwithover60expertsglobally.It

providesacomprehensiveoverviewofasectoral

approachtodigitalpublicinfrastructure(DPI)aimedatestablishingacoordinatedandcollaborative

frameworkforagriculturaldatamanagementacrossCommonwealthcountriesandbeyond.

TheNAgDImodeltakesaprocessapproachbyrespondingto‘how’

countriesshoulddesignand

implementsharedinfrastructurefortheiragriculturaldata.

Itisanchoredonaholisticapproachto

infrastructureforagriculturaldataatcountry

level,withinfrastructureframedasasetof

facilitiesandsystemstoincludebothtechnical(hard)andinstitutional(soft)components.TheagricultureinNAgDIalsotakesabroadapproachtoincludefisheries,livestockandforestry,and

dataintheareastoincludeuser

1

dataand

x\NationalAgriculturalDataInfrastructure

content

2

data.Thisuniqueresource–agriculturaldata–requiresnationalinfrastructurethat

encompassespublicandprivatesectorpartnersbeingharnessedbycountries.

Takingthisholisticapproach,theNAgDIinitiativeaimstosupportmembercountriestodesign

andbuildstandardisedandinteroperable

nationalinfrastructurefordataexchangethat

createsasuperhighwayofqualitydatafor

intra-Commonwealthtradeandinvestment

facilitation.Ultimately,itseekstoassistcountriestoharnessthepotentialsofthedataeconomybyfosteringcollaboration,leveragingexisting

digitalpublicgoodsandenhancingtheirdata

managementcapabilitiestosupportinnovationandimprovedecision-makingandsustainableagriculturalpractices.

ThevisionofNAgDIistostrengthen andharmoniseexistingindividualdata systems

3

atcountrylevelthroughaninteroperablenationaldatainfrastructure,enablinginterconnectedinfrastructureat

regionalandgloballevels,therebycreatingasuperhighwayforsecuredataexchangewithinandbetweencountries,andacrossregionsformacro-leveldecision-making.

ThedesignofNAgDItoachieveitsvisionisbuilt

ontwogoals,namely(1)tofosteranenabling

environmentfordataexchangethroughpolicies

andanindependentgovernancemodel,and(2)toestablishasecure,decentralised,interoperableandfinanciallysustainabledataexchangemechanism.TheCommonwealth’smodelofagricultural

datamanagementatcountrylevelconsistsoffourmaincomponentsthatarepresentedasinvestmentareas:

2

Referringtodatathatconveysessence,substance,

information,meaning,purpose,intentorintelligence,

eithersingularlyorwheninacombinedform,ineitherits

unprocessedorprocessedform,includingsoil,agronomic,weather,financial,insuranceandmarketdata.

3

Thedatasystemshererefertotheindividualdatasets(userdataandcontentdata)builtbyseparateorganisationsandcompaniesincountriesforserviceprovision.Examples

includedatasystemsbyAgTechpartnerssuchasHelloTractor,Farmerline,TrotroTractor,Esoko,DigifarmandDigitalGreen,andotherssuchasNationalStatistics

Organisation,theFoodandAgricultureOrganization,

theWorldBank,NationalResearchInstitutes,CGIARandNGOsoperatinginthesamecountry.

•Investmenttodeveloppoliciesand

principlesforNAgDI–thisinvolvesmobilisingresourcestoestablishcomprehensivepoliciesandprinciplestoguidethedesignanduseoftheinfrastructure.

•Investmenttoensureindependent

governanceandadministration–this

involvesconstitutinganindependent

oversightmechanismthatensurestrustandreliabilityoftheinfrastructure.

4

•Investmenttoassembletechnologiesandsystems–thisinvolvesassemblinganddevelopingdecentralised,secure,

standardisedandinteroperabledataexchangemechanisms.

•Investmenttodevelopamarketing

andbusinessstrategyforNAgDI–thisinvolvesmobilisingresourcesfortheinitialestablishmentoftheinfrastructureand

ensuringitsfinancialsustainability.

Basedontheoutcomesofthefournational

dialogues,akeyobservationisthateach

countrymayhavedifferentexistingfoundationalresourcesandbeatdifferentstagesofmaturity.

Somecountrieswithexistingresourcesfordatamanagement,policies,governance,technologiesandbusinessmaybeabletoimplementitfaster.

Asaresult,thispolicyguidetoinvestingdoesnotproposefinancialorbudgetaryconsiderations.

ThegenericguidetoinvestinginNAgDIoutlines

thedetailsofthebroadactivityareasacrossallfourinvestmentareasintermsofafigurativefive-yearprocessofimplementation.

5

Theguideismeanttobeusedbycountriestoplantheirimplementationapproachesanddeveloptheirimplementation

strategiesforNAgDI,adaptedtothecontext

oftheirrespectivecountries.Thedetailedmix

ofbroadactivitieswithineachyearillustrates

theneedtoadoptaholisticapproachtothe

implementationofNAgDI,whichalsodeterminetheinterdependenciesinnationalandlocalcontexts.

4

AsystemorprocesstomaintainawatchfuleyeoverNAgDIthatinvolvestakingresponsibilityforthedesign,operation,implementationandoutcome(qualityandeffectiveness)oftheinfrastructure.

5

Thedurationproposedisintendedtoillustratethat

NAgDIrequiresmedium-tolong-termplanningand

implementation,whiletheactualimplementationphaseofNAgDIcouldbelongerthanfiveyears,andstructuredinphases,dependingonthecurrentconditionsinacountry.

xi

ES1VisualisingtheNAgDImodel

SEED

FUND

FASTFOOFOD

IGM

Thisinfographicusesroadnetworkstraversingboth

DRIVE

THRU

FASTFOOD

sidesofanationalborderasametaphortovisualisethenationalagriculturaldatainfrastructure(NAgDI)model.Itillustratesthefollowingkeyfeatures.

FASTFOOD

Technologies&Systems

Secure,decentralised,standardisedand

interoperabletechnologiesandsystemsthatcreatenationalspacestofacilitateseamlessdataexchange,adheringtodigitalpublic

infrastructureprinciplesandstandards.

Policies&Principles

M彐7JOW彐

Robustandcomprehensivenationalandglobalpoliciesthatbalancetheneedsofindividual

nationswithglobalalignmentandareessentialtocreatesecure,accessibledata.

COUNTRYA

COUNTRYB

ContentData&UserData

M彐7JOW彐

M彐7JOW彐

Datathatconveysessence,substance,

FINANCE

BLENDED

7JOW

M7彐OW彐

NATIONALBORDER

informationorintelligencesuchasagronomicdata,weatherdata,productiondata,andsoon;anddatathatleadstotheidentificationofaparticularpersonorentitysuchasfarmer

profilesandfieldpolygons.

1234

Governance&Administration

Independentandtransparentgovernance

INDEPENDENT

GOVERNANCE

mechanismmandatedbynational

governmentswithoperationalandtechnicalresponsibilitiesonbehalfofdataholdersanddataowners.

Marketing&Business

Innovativefinancingmechanismsand

sustainablebusinessmodelsthatdependonsoundfinancialstrategies,resource

mobilisationandacollaborativeapproachtoinfrastructuredevelopmentratherthan

ExecutiveSummary\

single-entityinitiatives.

xii\NationalAgriculturalDataInfrastructure

Nevertheless,thegeneralareasoffocusineachyearcanbesummarisedasfollows:

•Yearone–advocate,engageandmobilise.Thefocusofthefirstyearshouldbeon

advocacytoidentifyleadinstitutionsand

securinghigh-levelendorsementofNAgDIbynationalgovernmentsformulti-stakeholderengagementandinitialresourcemobilisation.Thefirst-yearactivitiesshouldbeheavily

leanedtowardsinvestmenttodeveloppoliciesandprinciplesintendedtobeappliedtothe

otherinvestmentareas.

•Yeartwo–collaborate,analyseandplan.

Thefocusofthesecondyearshouldbeontheleadinstitutions,ensuringthatstakeholders

understandwhyandhowtocollaborateto

design,developandeventuallyuseshared

infrastructures.Theyear’sactivitiesshouldfocusonanalysiswithevidencetoinform

planning.Thestrategicmessagingshouldbearoundcreatingasharednationalresourcethroughcooperationamongkeypartners.

•Yearthree–design,developandlaunch.

Thefocusofthethirdyearshouldbeon

guidingthecollaborativedevelopmentand

thelaunchofaworkingversionofthenationalinfrastructureinawaythatisadaptedtothe

country,withthepotentialtoconnectwith

othernationalinfrastructures.Forasuccessfuldesigningprocess,anagreementonthe

independentoversightmechanismshouldbereachedbythethirdyear.

•Yearfour–validate,implementand

operate.Thefocusofthefourthyearshouldbeonoperationalisingtheinfrastructure

throughafunctioningNAgDI.Thisshould

bedonebytestproofingthetechnical

andoperationalfunctionalitiesofthe

infrastructureinreadinessformarketinthefinalyear.Activitiesshouldincludevalidatingtheentirepilotprocessandimplementingallpossiblecomponents.

•Yearfive–consolidate,marketandscale.

Thefocusofthefifthandfinalyearshouldbeonstrategicimplementationinordertocreateopportunitiesforbusinessengagementin

readinessoftheinfrastructureforprivatesectorinvestment.Thiswillenablethe

infrastructuretotransitionfromaninitiativetoanationalassetwithasustainable

businessmodel.

Animportantquestionfromnationalgovernmentsandpartnersis:whatarethebenefitsofsuchan

infrastructureformycountry,orwhyshouldIinvest

insuchaninfrastructure?Someoftheanticipated

macro-levelbenefitsofNAgDIforcountriesinclude:

•Independentdataverificationfor

investors.Beforecommittingfunds,investorsscrutinisetheveracityofdatabystartupsandmicro,smallandmediumenterprises.The

independentoversightmechanismofNAgDIwillindependentlyverifyandcertifydata

forinvestors.

•Betterpolicydecisionsonimportandexport.Governmentsimportingproductsbasedoninaccuratedatacouldimpact

businesses.NAgDIwillcoordinatedatasourcesfrommultiplepartnerstoinformbetterpolicydecision-making.

•Unifieddataestimatesforcountries.

Developmentorganisationsoftenreport

independentlyontheperformanceof

countrieswithcontradictingfigures.NAgDI

willensureverificationofsuchexternalreportsthroughharmonisationandcertification.

•Sourceofrevenueforbusinessesandthe

country.Thedataeconomyofacountry

dependsonitsabilitytoharnesstheeconomicvalueofitsdata.NAgDIwillempower

countriestogeneraterevenuefromtheirdatathroughaccesstoreliabledatasets.

•Facingwell-intendedbutdisruptive

externalregulations.Countriesreactto

externalregulationsuchastheEuropeanUnionDeforestationRegulation.NAgDIisaproactiveefforttorespondtosuchfutureregulations

thatdisruptnationalpoliciesandprogrammes.

•Preparingcountriesforartificial

intelligence(AI)andemergingtechnologies.TheeconomicpotentialofAIforcountriesishugeinthenextdecade.AIservicesperformbetteronorganiseddataandNAgDIisaboutbetterdatacoordinationbycountries.

TheoperationofafunctioningNAgDIwillincludesourcingdatasetsfromthemultipleexistingdataholdersbased

ontheagreedbusinessmodel,independentlyverifyingandharmonisingthedatasetsfor

interoperabilityandproducingmacro-leveldecisionproductsforclientsuponrequest.

ExecutiveSummary\xiii

ItshouldbenotedthatthesuccessofNAgDIrestsupondiverseadoptiontoensuresustainability,withthevaluepropositiontoboostexistingservices

throughco-petitionratherthancompetition,

duplicationandinefficientpracticesamong

servicesproviders.Finally,dataingeneralisdomain

agnostic,andNAgDIisjustausecaseofnationaldatainfrastructureforagriculture.FunctionalitiessuchasthoseinNAgDIcanbescaledtoother

domainssuchashealthandeducationandmergedwithfoundationalDPItoeventuallyresultina

comprehensivenationaldatainfrastructure.

1.OpportunitiesandChallengesoftheAgriculturalSectorintheDataEconomy\1

1.Opportunitiesand

ChallengesoftheAgriculturalSectorintheDataEconomy

1.1TheImportanceoftheDataEconomytotheAgriculturalSector

Datahasbecometheengineofgrowthformanyeconomiestoday,andthiswillincreaseinthe

future.Unlikeresourcessuchasgoldandoil,dataisaninfiniteandreusableresource.Themore

dataisusedthemoreusefulitbecomesasits

applicationsarefurtherrevealed.Datacanbe

replicatedindefinitelyandtransportedaroundtheworldatverylowcost.Therefore,hoardingdatainsiloesreducesitsusefulness.Dataisalsoasourceofpower:thosewhohaveitcaninfluencesociety,bothpositivelyandnegatively.Whenunregulated,data-miningcausesissuesaroundprivacyand

powerimbalance.

Theglobaldataeconomycomprisestheoverall

impactsofthedatamarketontheeconomies

ofnations,entitiesandindividuals.Itinvolves

thegeneration,collection,storage,processing,

analysis,distribution,useandreuseofdatabeing

enabledbydigitaltechnologies.Thedataeconomyishelpingnationstodriveinnovationacross

industries.Theincreasedvolumeofdatasetsis

enablinggovernmentsandbusinessestosupporttimelyresearch,identifyemergingtrends,make

criticalpolicydecisions,developnewsolutions,

informinvestmentsanditerateproductsmore

rapidlythaneverbefore.Inturn,theseprocesses

areacceleratingtheinnovationcyclebyfostering

creativity,drivingcompetitiveadvantageand

deliveringnewgoodsandservicesforconsumersinsectorssuchasagriculture,climate,health,finance,educationandmobility.Increasingly,precision

analyticsandcustomisedandtailoredservicesarebeingmadeavailablebyinnovatorsandbusinessesinlinewiththeindividualneeds,preferencesand

behavioursofclientsandcustomers.

Thedataeconomyisproducingdata-driven

insightsbasedonhigh-qualitymarketintelligenceanddataanalyticsacrossvariousindustries.It

isthebedrockforemergingdigitaltechnologies

suchasartificialintelligence(AI),machinelearning,blockchainsandtheinternetofthingsthatare

enablingavailabilityandaccesstoinformation.Bothpublicandprivatesectorentitiesareleveraging

advanceddataanalyticstoidentifyinefficiencies,automateroutinetasksandmakedata-driven

decisionsinreal-timeatafasterrate.Thisallowsstakeholderssuchaspolicy-makers,businessesandotherserviceproviderstomakeinformed

decisions.Theefficiencygainsaretranslatingintocostsavingsduetoenhancedoperationalagility.

Thedataeconomyisalsoaspringboardfornations,entitiesandindividualstohavegreatercontrol

overtheirpersonaldata.Technologicalinnovationsbasedonthesecomprehensivedatasetsare

enablingstakeholderstobettermanagetheir

privatedata,fosteringamoreequitabledata

ecosystem.Thedataeconomyislikelygoingto

determinethenextworldorder,muchliketherolethattheoilindustryhasplayedincreatingeconomicpowerplayersinthepast.Butinmostcountries,itisanuntappedresourcewithenormouspotential

dependingonhowitismined.Asaresult,countriesneedtoconsidertheirdataasanyothernational

resourceandcreatetheenablingenvironment

forittobeharnessed.Collaborativedata-sharing

initiativesbetweenthepublicandprivatesectors

willenablenationstohavesovereigntyovertheir

datawhilealsoallowingbusinessestocompete

andinnovatemoreefficiently.Itwillcreateasolid

foundationforthediscoveryofinnovativ