A connected approach
Many research facilities sit underused, while farmers lack access to the tools they need. Funding bodies like Innovate UK and UKRI focus a lot on Technology Readiness Levels (TRLs) to assess projects. Within this classification, early-stage science is typically seen as ‘high value’, whilst practical, field-based work is perceived as ‘lower quality’. In reality, complex systems—like soil health, pest control, and water management—are some of the hardest areas of science to deliver. We also need to rethink how we view applied research. It’s not simpler or cheaper than lab work—it often requires greater scale and resources to enable real-world testing. Early stage and applied research need joining together to achieve outcomes.
Connected actions
1. Increase value for money and enable better outcomes by ensuring connectivity through rebuilding and aggregating initiatives:
a. Ensure cohesion between roles and actions of central funding sources: Defra, Devolved Governments, UKRI, other relevant government departments (e.g. DESNZ, DSIT).
b. Link into and build on relevant international activity.
c. Maximise leverage and integration with industry investment, such as by private companies and levy organisations.
d. Ensure funding criteria reward collaboration between and within sectors; including academia, research institutes, applied research and industry. Good collaboration is built on trust and recognition of roles.
2. Understand the problems and then increase focus on problem-led funding and balance with technology-led opportunities.
3. Recognise that the more disruptive the innovation the greater the challenges are to adoption and the greater the need to understand the target market. Ensure this is fully assessed ahead of funding being granted.
4. Understand pathways of innovation adoption and ensure they address known constraints. Successful routes to market need to consider:
a. Economic implications and ensuring clear benefits are identified and demonstrated.
b. Logistical needs to deploy, and service, the new innovation.
c. Industry structures and current practices or buyer specifications into which an innovation will need to be applicable or available.
d. The behavioural characteristics of the sector or location, including daily and seasonal challenges.
e. Fit with current regulation and/or identify the need for adaption, and route to resolve, to accommodate emerging needs.
A systems approach
Solving agricultural challenges requires a systems approach—looking at the whole picture, not just one piece. These projects are complex but essential.
Systems actions
5. Increase effort into systems approaches that solve problems in a holistic context.
6. Put more support into step-wise gains alongside more disruptive approaches.
A people approach
Behind every successful innovation are people. We must support scientists at all career stages, recognise their contributions, and ensure they have the resources to succeed. Facilities only matter if people can use them effectively.
People actions
7. Focus on people. Facilities become assets through people achieving outcomes with them. Ensure equity within science communities of all roles, both fundamental and applied. Enable careers pathways which recruit and retain scientists through providing personal recognition throughout a career and where they work with within groups with sufficient critical mass. We should strengthen the excellent groups we already have. Being able to identify needs and communicate with the relevant audience are as important as understanding the complexities of the science.
A farm-business approach
Farmers aren’t expected to be scientists—but they are vital to, and often a source of, innovation. We need to understand the whole supply chain, promote what’s already working, and make sure research is relevant and accessible. Business support should come early in the process, helping innovators understand markets, pricing, and scaling - which all vary between agricultural sectors. Too often, great ideas fail because they don’t meet real-world needs. Project assessment needs to make sure it fully considers business plans with models that are specific to sector and business needs.
Farm-business actions
8. Understand the importance of farm-businesses in innovating. Harvest, evidence and promote what is working and why.
9. Consider providing business adoption support ahead of project inception or idea generation to ensure business models are appropriate and fit with industry uptake.
10. Recognise that significant effort needs to be placed in promoting existing knowledge as well as generating new knowledge.
The whole approach
Agricultural research in the UK has enormous potential to deliver performance and environmental outcomes. This will only be achieved if we re-focus onto practical actions, smarter funding, and better collaboration. Doing so can unlock that potential and build a resilient, productive, and sustainable farming future.
We need to stop talking about what’s wrong—and start doing what’s right.
