Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation - presentation 2011

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9 Practical ways to overcome the organisational, social & psychological barriers to co-creation within your organisation by giving direction, motivating your team and leading change

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Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation - presentation 2011

  1. 1. 9 WAYSTO GET YOUR TEAM READY FOR CO-CREATION
  2. 2. A White Paper by Marieke Streefkerk, Fronteer Strategy Amsterdam, February 2011FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
  3. 3. 9 Ways to get your team ready for co-creation 9 Practical ways to overcome the organisational, social &psychological barriers to co-creation within your organisation by giving direction, motivating your team and leading change 3
  4. 4. Who will benefit from reading this?Managers, CEO’s or employees who know co-creation canadd value and who want to engage in it for the first time.They don’t know what barriers to expect - organisational, personal - and how to deal with them or solve them. 4
  5. 5. If you want toco-create, beready tochangeImplementation ofco-creation results in achange process involvingpeople, operations, policyand culture. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 5
  6. 6. People who manage to change havethree things in common, they...CHANGE ...have clear direction Direction (know where to go) … are highly motivated Motivation (genuinely want to go there) … have a supportive environment Support (helps you get there) CHANGE 6
  7. 7. Implementing co-creation canresult in various barriers Changing Company Culture - from closed to open innovation model Organisational Psychological & Barriers Social Barriers Intellectual Property Inertia & fear of unknown Complex governance Lack of motivation Short-term focus Trust & Rewarding decision interdependence structure Not Invented Operations Here Syndrome 7
  8. 8. 9 Ways to get your teamready for co-creation...and overcome the various barriers 8
  9. 9. CHANGEDirection Direction Go for Start with Shrink the direct Why ChangeMotivation Result Motivation Discover Cut the Do it the Leash Together FeelingSupport Support Set the Make it a Get the Scene Habit Board in CHANGE 9 Ways model 9
  10. 10. DirectionFRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT. 10
  11. 11. Start with whywork with the same goal in mind& communicate it. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 11
  12. 12. Case Procter & Gamble is very clear about their co- creation goal: 50% of all product innovations have to come from ‘outside’ of the company. This supports their higher purpose: they are a co-creating company that values the knowledge of others. By involving others, they can build better solutions.12
  13. 13. Shrink the Changeco-create in small steps andprovide balance. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 13
  14. 14. CaseAchmeastarted co-creation in smallsteps. One project at a time,one department at a time, oneclient group at a time. Thisway, the company slowly gotused to the new approach.Now, co-creation is seen bymany Achmea employees as‘the way we do things’. Thesesame employees will probablybe responsible for spreading itfurther in the company. 14
  15. 15. Go for direct resultstart the learning process with atangible & clear challenge. 15
  16. 16. Case KLM started co-creation on a very specific case, enabling them to search for specific knowledge outside their company. By keeping focused on thisFRONTEER challenge, the results were spot-on.STRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT. 16
  17. 17. MotivationFRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT. 17
  18. 18. Cut the leashbe autonomous and show individual value (for the team) -everybody is part of the change process & solution 18
  19. 19. CaseGetronicsstimulated autonomousbehaviour by providing budgetfor all internal team-members ofthe co-creation project, enablingthem to actually implement theresults.Receiving this ‘trust’ and ‘carteblanche’ motivated one of theteam members to develop hisown iPhone application,something Getronics had neverdone before. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 19
  20. 20. Do it togetherfind shared identity & get to knoweach other to create trust 20
  21. 21. CaseNokiahas many departmentsworldwide that are workingtogether to come up withsolutions in the field ofAugmented Reality, creatingwhole new structuresthroughout the company. 21
  22. 22. Discover the feeling go outside and bring the outside in.FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT. 22
  23. 23. Case Ducati opened its doors for very loyal consumers (or ‘fans’ as they call it) that they spotted within their online community. These customers became active partners and were involved in the design process of the motorcycles.FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT. 23
  24. 24. SupportFRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT. 24
  25. 25. Set the scene new behaviour in a new environment, step away from business as usualFRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT. 25
  26. 26. CaseLegoorganises many co-creationsituations. With LegoMindstorms, Lego empowersfans and employees to co-create both online and offline. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 26
  27. 27. Make it a habit incorporate it through the organisation to make it ‘natural’ behaviour.FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT. 27
  28. 28. CaseUnileveruses a so called ‘diffusionmodel’ to spread out their co-creation strategy throughoutthe organisation. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 28
  29. 29. Get the board inmake sure they support co-creation and free time & budget 29
  30. 30. CaseSiemensmakes a strategic movetowards customerintimacy, led from ‘above’.The Chairman of the Boardbelieves that more andmore solutions will bedeveloped in cooperationwith customers. Ab van der Touw - Chairman 30 of the Board at Siemens
  31. 31. Links & interesting reads Chip & Dan Heath, Switch: How to Change Things When Change Ison change Hard Harvard Business Review, 10 Must Reads on Changeon motivation Daniel Pink, Drive: The Surprising Truth About What Motivates Us Gabriela Aguirrezabal C., “Development of a Co-creation Strategyon co-creation Tool”, November 2009 Lewicki, Roy J. & Edward C. Tomlinson. "Trust and Trust Building." Beyond Intractability. Eds. Guy Burgess and Heidi Burgess. Conflicton trust Research Consortium, University of Colorado, Boulder. Posted: December 2003 31
  32. 32. FRONTEER Marieke StreefkerkSTRATEGY marieke@fronteerstrategy.comI N N OVAT I O N.C O - C R E AT I O N. Martijn PaterB R A N D D E V E L O P M E N T. martijn@fronteerstrategy.com

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