km middle east 2015 vadim shiryaev

www.km-‐me.com info@km-‐me.com 1

Co-Creation: Knowledge Management and Innovation in the 21st Century

Vadim Shiryaev International business expert

1. Vadim Shiryaev. 2. Co-creation Definitions. 3. Evolution of co-creation and case studies. 4. KM and co-creation/ Marketing and Co-creation? 5. Why do we need co-creation? 6. Requirements for successful co-creation . 7. Results and conclusions.

Content



Content

1.1. About Vadim Shiryaev

  President of SOMAR (Business

Development Organizations Union).   KM Russia leader.   MAKE Award Russia representative.   International business expert. Co-author of

several KM and Innovation technologies.


Visited: more than 50 countries and 200 cities.

Studied:

in Russia, USA, Japan, UK... Conducted workshops and lectures:

in Singapore, Bangkok, India, South Africa, UK, Kyrgyzstan, Kazakhstan, Ukraine, Belarus, Russia, Armenia and Baltics countries …more than 20 countries.

  1.2. Vadim Shiryaev. Multicultural Experience.

1.3.1. Flash-Point – a technology for creating and developing physical team co-creation 1.3.2. H.E.A.R.T.-Management – a technology for making innovation and customers

involvement 1.3.3. First Draft of Synergy Co-creation Methodology

1.3. Vadim Shiryaev. Technologies.


The unique technology that includes hundreds of brainstorming and facilitation techniques as well as special requirements for infrastructure, team members, time and place. Since 2004 we conducted more than a hundred public events (from 10 to 1000 people) in FlashPoint format.

1.3.1. Flash-Point

The technology for strategic development of the company. Helps us better organize decision making process within different functions.

1.3.2. H.E.A.R.T.-Management


Like Nancy Dixon said at KM Asia 2014, Vadim reminds Johnny Appleseed* that spreads KM and Co-Creation all over the world. *John Chapman, often called Johnny Appleseed, was an American pioneer who introduced apple trees to large parts of United States spreading apple seeds everywhere he went.

1.4. Vadim Shiryaev.

Conclusion #1.

Basing on my experience, Flash-‐Point and H.E.A.R.T. technologies I now invest my

�me, knowledge and energy into development of Co-‐Crea�on methodology



Content

What is co-creation?

Co-creation is a collaborative initiative which operates like crowdsourcing by seeking information and ideas from a group of people. There is, however, one crucial difference. The call is not put to an open forum or platform but to a smaller group of individuals with specialized skills and talents.

http://dailycrowdsource.com



Co-creation – a business strategy focusing on customer experience and interactive relationships. Co-creation allows and encourages a more active involvement from the customer to create a value rich experience.

http://www.businessdictionary.com


Co-creation is a very broad term with a broad range of applications. We define co-creation as any act of collective creativity that is experienced jointly by two or more people. How is co-creation different from collaboration? It is a special case of collaboration where the intent is to create something that is not known in advance.

http://www.osbr.ca/



Сo-creation is a theory of interactions. It involves changing the way the organization interacts with individuals, including employees, customers or any stakeholder. More specifically, co-creation involves setting up new modes of engagement for these individuals – platforms, in the jargon – that allow these individuals to insert themselves in the value chain of the organization.

http://francisgouillart.com/


Co-creation is the practice of developing systems, products, or services through the collaborative execution of developers and stakeholders, companies and customers, or managers and employees. Isaac Newton said that in his great work, he stood on the shoulders of giants. Co-creation could be seen as creating great work by standing together with those for whom the project is intended.

http://en.wikipedia.org/wiki/Co-creation


Thank you for your feedbacks! This year we collected and processed more than 100 opinions, thoughts, ideas...

It means that only together with you and with other par�cipants of the KM world events we could create the unique methodology!


Co-creation is anything created whether tangible or intangible by more than 1 person collaborating together.

David Gurteen



Co-creation = cooperation + collaboration + contribution

Madanmohan Rao


Co-creation is when two or more people come together as a collaborative team, with a strong desire to create something beyond their individual capabilities, and not knowing, but fully trusting the precise outcome.

Ron Young



Co-creation is an approach for multicultural, cross-competence and col laborative teams within supply constellations to enhance the creation of new value for each team member. Co-creation achieves this by developing a mutual self-developing product designing (decision making) process based on consciousness of the need and real desire to work for the common good!

Vadim Shiryaev

Conclusion #2.

Our challenge is to co-‐create the co-‐crea�on methodology using

exis�ng one in order to make it be�er and be�er con�nuously.


1. Vadim Shiryaev. 2. Co-creation Definitions. 3. Evolution of co-creation and case studies. 4. KIM and co-creation/ Marketing and Co-creation? 5. Why do we need co-creation? 6. Requirements for successful co-creation . 7. Results and conclusions.

Content

3.1. Co-creation projects: International experience


Crowd coursing, collaboration, crowd storming, cooperation, co-creation,

ozarenie…?!

Disney developed first «Combo Pack» that included DVD and Blue-‐Ray disks

3.1.1. Combo Pack


In 2008, Blu-‐ray high defini�on home entertainment format emerged. Disney believed in and commi�ed to the quality of the Blu-‐ray format. But one of the biggest benefits of Blu-‐ray disc players – the capability to also play DVDs – was lost on many consumers and they were s�ll buying DVDs. Disney gathered these insights from its communi�es and developed «Combo Pack» that included DVD and Blue-‐ray disks. That encouraged customer adop�on and sales of the new format increased.

Combo Pack

Kraft Foods racked up $100M after the first 6 months of South Beach Diet food sales.

3.1.2. South Beach Diet


Kra� Foods was looking for a way to engage with consumers to understand their a�tudes and desires around successful weight loss. Kra� partnered with consumers throughout every phase of the popular diet «South Beach». Kra� developed adver�sing campaign to educate consumers about the South Beach Diet and its benefits and also suggested a range of products for the every phase of the diet. Kra� racked up $100M a�er the first 6 months of South Beach Diet food sales.

South Beach Diet

The Large Hadron Collider (LHC) is the world's largest and highest-‐energy par�cle accelerator, and considered "one of the

great engineering milestones of mankind

3.1.3. The Large Hadron Collider


The Large Hadron Collider

Building the components of both the accelerator and the detectors was a truly interna�onal effort. Layer upon layer of electronic sensors had to be wired and connected by hand, which meant up to 300 people a day working in the against each other.

Squeezing each piece into place was "like solving a wooden puzzle" -‐ there was only one possible way of doing it.

The company's most fuel-efficient airliner and the world's first major airliner to use composite materials as the primary

material in the construction of its airframe.

3.1.4. Boeing Dreamliner


During the late 1990s, Boeing began considering replacement aircraft programs as sales for the 767 and Boeing 747-400 slowed. The global airline market was disrupted by the September 11, 2001 attacks and increased petroleum prices, making airlines more interested in efficiency than speed.

Boeing Dreamliner

Boeing’s approach to the 787 was the epitome of global collaboration. The project included over 50 collaborator strategic partners from over 130 locations working together for more than four years.

3.1.5. PANASONIC Bread Maker

Prerequisites: Glutted market of household appliances: By 1977, 95.4% of Japanese households have color TVs, 94.5% of vacuum cleaners, 98.4% - refrigerators, 98.5% - washing machines and 94.3% - irons. In addition, due to the low prices have improved their position in the market of new competitors from industrialized countries.


PANASONIC Bread Maker

Action: A team of about 1400 employees was collected from different departments. The integration has helped to diversity. Different cultures, different "languages" approach to work. Creating a mixed working groups, addressing common problems.

The group of people went to a woman, who was preparing the best bread with own hands. They saw the technology, started to learn from that woman and then found a technical solution for that.

PANASONIC Bread Maker

Result:

Innovation - first bread maker machine, not having analogies.

536 000 bread makers were sold in a year around the world.


Bri�sh Airways introduces the world’s first «Beds in Business»

3.1.6. Beds in Business

Bri�sh Airways – In the 90’s the business situa�on became increasingly challenging for BA. Revenues were declining, as was loyalty to the brand. They ran a series of Big Talk workshops with business travelers, senior management and designers to co-‐create new innova�ons for the business. As a result Bri�sh Airways launched the world’s first “Beds in Business” in 2000, increasing revenue per seat by 60% and doubling customer sa�sfac�on in the first year.

«Beds in Business»


Heinz created Club 57 that helped to solve over 100 different business challenges.

3.1.7. Club 57

At a �me when no food manufacturer is immune to the threat of increasing sales of supermarket own-‐label offerings, Heinz needed a strategic partner to help them. Heinz created. From immediate decisions, such as changing packaging design or crea�ng new variant flavors, to long-‐term decisions like launching new product variants Heinz now use their Club 57. Since the incep�on of the partnership, Club 57 has helped Heinz to solve over 100 different business challenges.

Club 57


3.1.8. Icelandic Constitution

The cons�tu�on was approved on 20 October 2012 by referendum.

Between 2009 and 2013 Iceland's constitution was profoundly revised through a ground breaking crowd-sourced process. 25 ordinary people drew up a document on the Internet with the help of hundreds of volunteers. The Constitutional Council has published the first draft in April 2011 on its website, and then allowed citizens to comment on it via this page Facebook. The cons�tu�on was approved on 20 October 2012 by referendum.

Icelandic Constitution


The Icelandic constitutional process included three original features. So-called National Forum—an upstream consultation of a demographically representative mini-public of 950 quasi-randomly sampled citizens An assembly of constitution drafters selected from a pool of 522 citizens that purposely excluded professional politicians. The resulting council was characterized by relative gender balance and diverse professions. The decision by these 25 constitutional drafters to use social media to open up the process to the rest of the citizenry and gather feedback on 12 successive drafts. Anyone interested in the process was able to comment on the text using social media like Facebook and Twitter, or using regular email and mail. In total, the crowdsourcing moment generated about 3,600 comments for a total of 360 suggestions.

Icelandic Constitution

3.1.9. CANON. WORLD OF EOS

Canon identified the key insight that

“Great photography is not about technology, it’s about inspiration.

And the best inspiration comes from connecting with other photographers and their photos”


CANON. WORLD OF EOS

h�p://www.canon.com.au/en-‐au/worldofeos/home

CANON. WORLD OF EOS – IDEA

inspiration together with collaboration. Creative collaboration!

big idea was ‘Canon EOS takes your photography to

the next level’

multi-channel platform based on 3 simple principles of photography – ‘Learn’ ‘Challenge’ and ‘Exhibit’


CANON. WORLD OF EOS. KEY RESULTS

50.000 members in just 12 months and 5,6 million of visitors. One of the faster spreading communities of photography

67% market share Brand awareness up from 26% to 40%

value by 44%. Price premiums

were never lost

*http://www.leoburnett.com.au/Sydney/Case-Studies/world-of-eos *http://www.spikes.asia/winners/2012/effectiveness/entry.cfm?entryid=668&award=101&order=9&direction=1

3.2. What about Russians companies?


3.2.1. International Industry University

Fundamentally new quality educational program for TOP managers

International Industry University

Corporate University of Russian Railways wanted to buy an educational program for Top managers from Cambridge University. During negotiations the idea came not to buy the program but create it together with support of SOMAR and Knowledge Associates.

4 different business cultures used their strongest merits to create a brand new education program.


Our team assets Innovation development experience

Confidence

Solid approach

Technological approach

Creativity

Business value

Systems approach

Infrastructural capabilities

AR CU

KA

SOMAR

All together

Business tasks of the holding company Academic knowledge

Expertise of the business

Stage I. Integration

New Approach to Business Education Organization

Stage II. Development of training programs for Russian Railways holding company executives with the participation

of foreign and Russian partners in the area of business education

Stage III. Training and development

Actual knowledge and best practices via training

Project-based approach. Development of projects

Generating new knowledge at RZD holding company

We’ve accelerated the knowledge life-cycle


International Industry University KEY RESULTS

The university can teach 5 000 TOP managers The university can teach TOP managers CONTINUOUSLY A system which allows to give actual knowledge from all over the world The opportunity to implement actual knowledge from all over the world adapted to transportation industry First TOP managers teams started not only participating in co-creation but educating others

3.2.2. Legal Ideas Factory

Russia's largest law firm and regularly rising standards of product quality


1.  Russia's largest law firm and regularly rising standards of product quality

2.  Established a process that involves lawyers, industry associations, representatives of MLM-Network, customers and even fans of Spartacus ☺

3.  Introduced a legal culture in various communities across Russia

4.  People began to ask for support BEFORE something happens. Preventive measures

Legal Ideas Factory

3.2.3. «Dolka Bar» Project

About the Company: the cafe, which is called by the name of it’s creator and owner Sergey Doli — one of the most popular bloggers in Livejournal, photographer and professional traveller. Mission: to make a platform, where friends, bloggers and all people who love travelling can come together and share experience and impressions

Target audience: active travellers, bloggers

The meeting place for those, who like to explore the world


Concept of co-creation cafe

Dolkabar it’s a place for meeting of those who are ready to discover the world… We can do it by yourself, you can share your photo & impressions to us and our guests… Or you can come and listen others, look photo, plan your trip, ask advice…

«Dolka Bar»

Task: сreate an atmosphere where you can share your impressions, bring reports and photographs to tell the audience about the travel, together to discuss, plan trips. Results: 1) Established a successful restaurant, where friends, bloggers are gathering and having fun;

2) Those who co-created the BAR now co-create the FRANCHISE and want to buy it themselves.


3.2.4. BizOn Track Show

The BizOn Company’s customers each year answer to the questions about developing innovation, making the product simpler and

increasing quality of the service.

BizOn Track Show

More than 30,000 visitors each year enjoy wild tractor races. Fearless drivers at the high-speed circuit with challenging obstacles put their tractors on back wheels, made parallel cabin-deep dives into a ditch, emerged from the water and divided again into a mud pool. Participants get fun, enjoy the event and become aware of desired product, also bring an infinite amount of innovation, improvement and simplification. The distribution company increases sales and gets answers to the following questions: 1.  How to take care of their customers 2.  Innovation decisions about design and technology 3.  Isights of customer needs


3.3. What about us?


3.3.1. East-West Marketing Summit. Collaboration Project

We start at 2004. We’are doing it 12 years Key goals:

-  find best marketing tools -  find best solutions on positioning & promotion


  1200 experts   Participants from more than 100 cities

and 10 countries Key results: A.  Communities of practice B.  Culture with specific attributes



Key results: A. Table with all marketing tools B. Knowledge base best business cases


3.3.2. JEROI Flash-Point. Co-creation project

Annual mee�ng of fast growing businesses representa�ves + key experts. We stared at 2006 Key goals: -‐  develop physical co-‐crea�on -‐  decision making process

3.3.2. JEROI Flash-Point. Co-creation project

Key results:   whole supply chain create together! More 300.   Every year we update the set of rules   the methodology for business development:

HEART-Management   Methods & tools for physical team-work,

brainstorming and co-creation: Flash-Point


3.3.2. JEROI Flash-Point

In 2010 par�cipants co-‐created the idea of monthly mee�ngs in Moscow. We call it Top-‐Class Interna�onal Club. There par�cipants: •  develop School of Posi�oning project, •  exchange the ideas of how to grow fast, •  help each other to archive results Every businessman from Russian regions can can join via Internet.

70


3.3.3. TOP-CLASS. Synergy co-creation

Business club. We started at 2012. Key principles:

1. monthly meetings in Moscow 2.  collaborative business-culture 3.  sharing experience of the pilot projects results 4. based on our Flash-Point and HEART technology

Key results: 1. businesses are involved in development of each other 2. are founding joint ventures 3.  involving new participants by this way

3.3.3. TOP-CLASS. Synergy co-creation

Who are they ?


Added Value Chart Su

pplie

rs

Custom

ers

Scien�sts, Culture

Bloggers, Governments, Society

Company

«Baikal»

Purpose of the project: To create new knowledge-‐resource which is so a�rac�ve to make everyone (100 million) sincerely invest their �me, money and reputa�on in the co-‐crea�on of the project and a�ract others in the project

Baikal is one of the greatest pure lakes in the world, stretched over the surface of the planet at 600 km. Baikal, the deepest lake in the world is located in the south of Siberia and.

Target audience: People interested in leaving a legacy for future genera�on. Idea of project – June 2014 Start of the project – September 2014 Stage of development: Elabora�on

Mission: To unite the interested people in a one movement, promo�ng the protec�on and development of Lake Baikal as a world cultural value.


«VILAVI»

About company: The first company engaged in the preserva�on of youth. Has about 100 thousand customer in 20 countries.

Mission: Crea�on of natural and safe products for the extension of youth ac�ve state.

Target audience: Those who really understand the value of health and want to invest in it.

We save your health & youthfulness

«Belokurikha» The largest network of health centers in Siberia that provides a

full range of health services

•  It consists of the sanatorium of the Altai such as "Belokurikha", "Siberia", "Katun”, resort clinic and health center "Waterworld" and "Stables".

•  There are about 1600 people can improve their health at the same �me and about 30 000 per year. Mission: To restore and enhance the health of the guests, ensuring their sa�sfac�on from the resort. Target audience: 30-‐60 year old men and women who care about their health.

About company: the largest health and wellness center in Belokurikha city.


«Utes» Place for a family development

About company: The Park Hotel is located in the Chelyabinsk region between two lakes. The major advantage of the”Utes” is the territory of 8.5 hectares of forest. Mission: To give a family �me to be alone with each other and spend the �me that will stay in the memories for a long �me. Target audience: Families with one or more children who value their rela�onship, glad to find �me to be together and focused on development. Children who are very inquisi�ve.

Co-‐crea�on hub

Company

Company

Company

Company

Co-‐crea�on hub


First Hub. Health

Co-‐crea�on hub

«Baikal»

«Rostelecom»

About company: One of the biggest na�onal telecommunica�ons companies in Russia and Europe, with a presence in every segment of the telecommunica�ons services market. Mission: Moderniza�on of customer services system and op�miza�on of capital expenditure with focus on return on investment Target audience: The government structures and all users of telecommunica�ons services.

Na�onal telecommunica�ons operator


«Hoska» Our insurance solu�ons are so simple that can be assembled

as a constructor

About company: One of the largest insurance companies in the Far East with the ambi�on of entering the federal level. Mission: To create a culture of «insurance» and to make a civilized market. Target audience: People who care about what they have. Future-‐oriented Families with average incomes.

«European Legal Service»

We know all solu�ons

About company: The largest law company in the Russian Federa�on. Mission: To provide a maximum number of people clear service and establish a culture of legal literacy -‐ prevent problems rather than solve them. Target audience: Though�ul people who are inclined to play it safe or to understand the problem before it occurs.


Second Hub.

Co-‐crea�on hub

AXUS’FM

One Big Hub. Life quality

«Baikal» Co-‐crea�on hub

Co-‐crea�on hub

Co-‐crea�on hub

Co-‐crea�on hub

CPI.27

AXUS’FM


Conclusion #3.

We prac�se what we preach.


Content


The 5 Dimensions of Knowledge & Innovation

1.Communication

2.Collaboration

3. KM Process

4.Create & Innovate

Copyright Knowledge Associates Cambridge Ltd 2014

The 5 Dimensions of Knowledge & Innovation

2.Collaboration

3. KM Process

4.Create & Innovate

Copyright Knowledge Associates Cambridge Ltd 2014

1.Communication


4.2. Сo-creation in KM & Innovation area.

How company can create innovation regularly?

Year Strategy Investment & Assets

Methods, tools, techniques

People /

benefit Result

2015

Multi-company (Synergy) co-creation

Knowledge, Reputation, Passion

Decision making techniques Brainstorming techniques Culture Technology of Cooperation

0,8% / 51,2%

Non stop high-margin, highly competitive innovation making in different markets, where the interests of all participants are considered.

2013 Co-creation PULL

Infrastructure Knowledge Reputation

Motivation tools the loyalty programme Brainstorming Techniques Decision making techniques in the group

4% / 64%

Regular long-term reciprocity with the customers and making values, in which they are interested in.

2005 Crowdsourcing PUSH

Money Infrastructure

IT-decisions Brainstorming Techniques Information processing methods Incentive tools

20% / 80% Set of different ideas

4.1. Сo-creation in Sales & Marketing area.

How company can develop relationship with clients?

Year Strategy Investment & Assets Instruments Coverage /

Income Result

2015 Co-Creation Time Knowledge

Culture Mission Innovation Collaboration Co-creation

0,8% / 51,2%

The customers praise the company, participate in creating the products and becoming part of the team

2010 Pull-strategy Money Time Knowledge

Positioning CANNY 4% / 64% The customers recommend the company to others’

2008 Push-strategy

Money Knowledge

Integrated marketing communications

20% / 80% The customers buy from the company

1999 Involvement Marketing (like AIDA)

Money

Direct advertisement 80% / 20% The customers know

about the company


Co-creation evolution

PUSH-Strategy

PULL-Strategy

Synergy Co-creation (never stops)

Can you imagine it?

http://youtube.com/v/QAkURGMDMmg


1.  The world becomes more global. Social and technological trends are in place .

1.  There are a lot of examples of Co-creation projects.

2.  The methodology is being developed by cross-cultural,

geographically scattered teams.

4.3. Why Global Co-creation is now possible?

76,2% of Developed Countries population is connected to global network. This number increases every year.

We found more than 1000 case-studies in internet. More than 10 books are written on co-creation.

More than 100 people are participating in this project.

Conclusion #4.

The more supporters and clients -‐ the more catalysts are created -‐ the more

competencies are subs�tuted, the more business results we have.

Co-‐crea�on will never stop!



Content

5.1. Why do we need co-creation? for business (ТОР 3)

1.  To create value with and for customers 2.  To make highly competitive and high-margin products 3.  To get as much recomendations from customer as we can


5.2. Why do we need co-creation? within the organization (ТОР 3)

1.  To get much more rewards and recognition 2.  To have own projects empowered (more budget, more

authority, achievement of greater goals) 3.  To achieve high performance and essential results (hold

irreplaceable projects playing key role in the organization)

Conclusion #5.

Co-‐crea�on expands the boundaries

of possible


1. Vadim Shiryaev. 2. Co-creation Definitions. 3. Evolution of co-creation and case studies. 4. KM and co-creation/ Marketing and Co-creation? 5. Why do we need co-creation? 6. Requirements for successful co-creation 7. Results and conclusions.

Content

6.1. REQUIREMENTS: Personal (team member)

Social 1.  Negotiation skills 2.  Communication skills 3.  Networking 4.  Reputation 5.  Position in the society 6.  Experience in innovation making 7.  Multi-cultural behavior

Individual 1.  Passion 2.  Knowledge (to be an expert in any sphere) 3.  Time management skills 4.  The ability to identify connection 5.  The ability to predict the future


6.2. REQUIREMENTS: The co-creation team

1.  Authority in the community with successful outcome 2.  Creativity 3.  Ability to create innovative solutions 4.  Openness to changes 5.  Collaborative culture 6.  Ability to cooperate 7.  Focus on results

1.  Have a positioning, reputation. 2.  Have a mission - people want

this company to exist for a REALLY long time.

3.  Culture of behavior and the team work. Culture of reciprocity.

4.  Proper communication and collaboration. Trust and passion

5.  Have finished several Pilot projects within the organization

6.3. REQUIREMENTS: Organization


6.4. Steps how to prepare for successful Co-creation

Identify your current Key Knowledge Assets

Predict the future Key Knowledge Assets

Make Positioning

Develop Mission

Create Culture

Start Co-creation

1

2

3

4

5

6

6.5. Rules and hints

1.  A person can't be perfect, but the

team can. 2. The team is unique as protects the

interests of the organization, the team and the participants.

3.  The higher level of competences, the broader goals we can achieve.

4.  Knowledge can't be taken - it can only be acquired.

5.  Helping each other, we help ourselves.


Conclusion #6.

It is easier to start co-‐crea�on. All you need in the beginning are passion, trust, will and culture – the things you

cannot buy.


Content


The customers made product themselves.

The product is becoming part of the customer’s life

as they have made it themselves.


The product is more valuable

as the product is becoming part of the customer’s life

because they have made it themselves.

The customers sincerely praise the product everywhere, because they are proud of it

because the product is more valuable

as the product is becoming part of the customer’s life because they have made it themselves.


The customers are happy and show how

to involve in the process

as the customers sincerely praise the product everywhere, because they are proud of it

as the product is more valuable because the product is becoming part of the customer’s life


More and more customers are involved in the process

as the customers are happy and show how to involve in the process

because the customers sincerely praise the product everywhere, as they are proud of it

because the product is more valuable as the product is becoming part of the customer’s life

because they have made it themselves.


The product is becoming more marginal and competitive

as more and more customers are involved in the process as the customers are happy and show how to involve in the

process. as the customers sincerely praise the product everywhere, because they

are proud of it as the product is more valuable

as the product is becoming part of the customer’s life as they have made it themselves

The customers seek for making the product better, at the same time making better the process of making the

product

as the product is becoming more marginal and competitive because more and more customers are involved in the process as the customers are happy and show how to involve in the process

as the customers sincerely praise the product everywhere, because they are proud of it

as the product is more valuable as the product is becoming part of the customer’s life



The customers develop the collaboration culture and the

process of developing product.

as the customers seek for making the product better, at the same time making better the process of making the product

because the product is becoming more marginal and competitive as more and more customers are involved in the process

as the customers are happy and show how to involve in the process as the customers sincerely praise the product everywhere, because they are proud of it

as the product is more valuable as the product is becoming part of the customer’s life


The costumers make new products faster, more

competitive, more profitable with more values and simpler

as the customers develop the collaboration culture and the process

of developing product as the customers seek for making the product better, at the same time

making better the process of making the product because the product is becoming more marginal and competitive

as more and more customers are involved in the process because the customers are happy and show how to involve in the process

as the customers sincerely praise the product everywhere, because they are proud of it as the product is more valuable

as the product is becoming part of the customer’s life as they have made it themselves.


Thank you!

10. Join us!

We are open for collaboration: 1.  We are ready to update you on the progress of the

project, will be happy to receive feedback 2.  We invite you to knowledge exchange 3.  If you have the knowledge and KM technologies that

you think will be useful in the project – we will be glad to collaborate


My question to you

Who will be the football champion of the World Cup in 2018?

My question to you

Who will be the football champion of the World Cup in 2022?


My question to you (seriously)

When Co-creation will become massive at Middle East?

What cultural and mindset changes should support its uprise?

Each of you has 2 pieces of paper. A. Read! It’s interesting information :-) B. Tell us what you think: 1)  choose one variant of answer 2)  share your ideas

1.  Please answer the proposed question. 2.  Leave the papers on your tables. 3.  We will collect them and give the summary

km middle east 2015 vadim shiryaev

Business

evolution of cocreation

cocreation marketing

successful cocreation

cocreation definitions

physical team cocreation

case studies

innovation technologies

special requirements