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U D O I,  Sami  Oinonen,  Nokia,  Feb 2, 2009

U D O I, Sami Oinonen, Nokia, Feb 2, 2009






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    U D O I,  Sami  Oinonen,  Nokia,  Feb 2, 2009 U D O I, Sami Oinonen, Nokia, Feb 2, 2009 Presentation Transcript

    • Co-creating with end users Sami Oinonen February 2, 2009 Company Confidential
    • Topics • What is co-creation • Why it matters • Co-creation at Nokia • Lessons learned Company Confidential
    • Co-creation • When passionate, skillful and innovative end users create and modify products, processes and business models either with or without corporations • They are so called “Lead Users”. They are ahead of all adopter groups on an innovation diffusion curve • They create something new, substantially different. Something that no firm has developed a commercial version for sale yet. Company Confidential
    • I made this! Company Confidential
    • Why it matters • Manufacturer’s dilemma #1: Understanding and anticipating end users’ needs is expensive. • => It makes economical sense to integrate users at the front of the trend to corporate product development as they are able to imagine the future • Manufacturer’s dilemma #2: Product development is expensive • => Parallel involvement of highly qualified users and product development team improves the iteration loop and handovers Company Confidential
    • Why it will matter • Emerging self-organizing collaboratives and community brands => Brands offering products to markets OR markets creating sophisticated products to challenge brands? • Digital native generation has different expectations towards brands • Personalization as a mega trend => mass customization as a basic requirement to compete • Rapid manufacturing becoming economically feasible. Personal fabrication emerging. Company Confidential
    • Co-creation at Nokia • 2006: Brought in through an internal management training program. quot;Let's figure out whether Lego approach works for us.quot; • 2007-2008: Some 10 product development projects • February 2009: Established practice complementing conventional product development in our most important product lines • Used both in category and product-level development as well as in validation • KPIs: R&D hit rate & efficiency Company Confidential
    • Co-creation, high-level Company Confidential
    • Co-creation process Company Confidential
    • Lessons learned • Strategic fit with overall innovation management • Internal commitment: Involve marketing research, design, R&D, product management from the day 1 • Ensure that there is room for radical innovations and will to drive the innovations, ...and change the road map • Foster sharing of ideas, be transparent • Success stories and spill over are a mechanism to drive a broader operational change towards open, multi- disciplinary and bottom-up Company Confidential
    • Company Confidential
    • Thank you! Company Confidential
    • Evolution of user involvement Value Community brand Wikipedia User enterprise - Brand supported Ponoko User-developed - User published Lego User-developed - Brand published Zazzle Co-developed - Brand published Nokia IKEA Brand developed - Brand published Volume Company Confidential