supporting slidesLearning Link – Torino 29.10.2013

Definition of co-creation“Co-creation is an organization’s strategic guidance giving strong significance to the working and consumption experience of people.Co-creation strategies are always human-centricas the notion of experience is by definition referring to individuals

Working on human experience is setting the ground for the intuitions collision and for the mutual enrichment but should not be the final aimUltimately co-creation is about learning how to create meaningful and rewarding experiences

Co-creation is about managing for creativity”

... so

co-creationcan help our organization to managecreativityeffectively

... but how

creativity is the preserve of the individual creative genius

innovation are generated by eureka moments often by people in scientific labs

Innovation is networkedLeading neurologists for many years have been telling us that meaningful interactions among individuals enable people to both learn faster and remember more of what they learn, and that as a result engaged minds in collaboration generate creative solutions even the smartest minds alone may not find

In spite of that, there are two prevalent myths about creativity and innovation

1. creativity is the preserve of the individual creative genius

2. innovation are generated by eureka moments often by people in scientific labs

These myths exist because they are more interesting to narrate, but looking beneath the surface we find out that innovations are developed by groups and that they usually take long time to become fully formed.

Networked innovation is growing

In 1805 Heinrich von Kleist in his essay ‘On The Gradual Production Of Thoughts While Speaking’ wrote that we can sit alone in our room trying to solve a seemingly intractable problem and then when we talk to others suddenly the answer is there.

Recently, Steve Johnson in his book “Where Good Ideas Come From: The Natural History of Innovation” - concludes that less than 10% of innovation during the Renaissance was networked but that already two centuries later a majority of breakthrough ideas emerged in collaborative environment. This trend continued in the following centuries.

... if these are the assumptions,

managing innovation lies not in finding a way to create the best fully-featured products or services, but in providing more and varied opportunities to individuals involved in our value chain to come together and co-create personalized experiences (value)

The core principle underlying the transformation towards a co-creation strategy aiming at generating a co-creative mutual value is:

engaging people to create valuable experiences together while enhancing network economics

NETWORK RELATIONSHIPS

ENTERPRISEORGANIZATION

expanding

stakeholders

relationships

in our

ecosystem

INTERACTIONSINDIVIDUALS

expanding

the scope and

the scale of

interactions among

people who are

part of our

ecosystem

EXPERIENCE MIND-SET

expanding the space of

experience

ENGAGEMENTPLATFORMS

expanding

the linkages among

our co-creation platform

and the other engagement platforms

used in our ecosystem

increases efficiency by cutting costs• reduce marketing budget necessary to

launch products / services • avoiding launch of products / services not

valued by the customers

reduces business risks • by increasing insights generation• by pre-testing investments

It lower employees turnover

It expands market opportunities

enhance enterprises strategic capital

allows individuals to gain new experience of value

decreases risks and cost for individuals

Designing processesTraditional representations of a business process is a left-to-right arrow where successive process owners optimize their process steps in order to deliver the best value to the next operator in the value chain

The traditional approach to business process design start with the definition of the process and attempt to deliver efficiently and predictably.Continuous improvements methodologies (e.g. lean, six sigma) are important is this scenario and parameters like cycle time reduction, cost reduction, minimization of output variations are important

Designing platforms for stakeholders‘ interactionIf we start looking at operations with a co-creation approach in mind, soon we realize that the difference of process owner and process customer is irrelevant

Business processes are not only driven by the process owner (left-to-right) but also by the process customers (right-to-left)

Process customers (individuals) don’t want their needs to be frozen at the beginning of the process design investigation, they want a real time adaptation of their process needs.

Customers empowered by technology want to engage in the process on their terms and require that the organization adapt the contexts every time they interact

The process design focus is therefore not only the desired outcome, but more and more the platform of interaction that will allow process owners and process customers to come together in an optimized way in each new interaction context

INDIVIDUALS

Why should we be limited by the internal competencies when co-creation platforms could provide access to greater competencies through a well-developed global resource base?

Within corporations, the challenge is to push managers out of their comfort zones and into the zone of new opportunities

Push managers out of their comfort zone

Over the decade, the Internet and other engagement platforms where stakeholders from around the world can interact to contribute their insights and experience to the design of products are changing the economics of innovation.

Leading firms now deal with consumer communities that are organized around a common passion. Such committed consumers want to influence how they will be served and therefore want to be involved in the activities typically thought of as internal to the firm, such as access to resources and the value creation process.

Thus the process of value creation shifts away from a firm-and-product-centric approach to a stakeholding-individual and experience-based-competence perspective.

The game changer is that the sources of competence available to managers now have expanded to include the collective intelligence

Engage and discover

Advances in information access and connectivity through the application of network technology, exponentially increase a corporation’s ability to utilize the skills, interests and knowledge of customers as resources.

Managers should be considered any employee, at any level, who has the ability to directly influence the consumer experience and facilitate co-creation.

To do this, companies need to build IT flexible infrastructures so that line managers throughout the organization can access and activate the right resources and knowledge at the right time.

IT systems must also be more “event-based” so that all line managers are constantly tuned into context-rich customer information.

user journey through the co-creation design

Work Integrated Learning is a co-creation domain

Co-creating the curriculum through student academic partnerships

Co-create with local communities Curriculum developers around the world struggle with the challenge of producing lessons that don’t become outdated the moment the “ink hits the page.” Particularly in the developing world, educators face many challenges to gaining access to curricula that include content and teaching methodologies that are relevant and up-to-date for the local communities

supporting slidesLearning Link – Torino 29.10.2013

mr.flavio.fabiani@gmail.com