ILO - Learning Link 2013 - Turin

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Supporting slides for my talk at the third edition of the Learning Link (October 2013) at the International Training Centre of the ILO in Turin, Italy.

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ILO - Learning Link 2013 - Turin

  1. 1. supporting slides Learning Link – Torino 29.10.2013
  2. 2. 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-centric as 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 aim Ultimately co-creation is about learning how to create meaningful and rewarding experiences Co-creation is about managing for creativity”
  3. 3. ... so co-creation can help our organization to manage creativity effectively ... but how
  4. 4. creativity is the preserve of the individual creative genius innovation are generated by eureka moments often by people in scientific labs
  5. 5. Innovation is networked Leading 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.
  6. 6. 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.
  7. 7. ... if these are the assumptions, managing innovation lies not in finding a way to create the best fullyfeatured 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)
  8. 8. The core principle underlying the transformation towards a cocreation strategy aiming at generating a cocreative mutual value is: engaging people to create valuable experiences together while enhancing network economics
  9. 9. increases efficiency by cutting costs expanding the space of • reduce marketing budget necessary to experience launch products / services • avoiding launch of products / services not allows individuals to gain new experience of value valued by the customers enhance enterprises strategic capital EXPERIENCE MIND-SET expanding the scope and expanding stakeholders relationships NETWORK RELATIONSHIPS ENTERPRISE ORGANIZATION the scale of INDIVIDUALS INTERACTIONS interactions among people who are in our ecosystem part of our It lower employees turnover ENGAGEMENT PLATFORMS It expands market opportunities reduces business risks • by increasing insights generation • by pre-testing investments decreases risks and cost for individuals expanding the linkages among our co-creation platform and the other engagement platforms used in our ecosystem ecosystem
  10. 10. Designing processes Traditional 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
  11. 11. Designing platforms for stakeholders‘ interaction If 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) INDIVIDUALS 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
  12. 12. 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
  13. 13. 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 experiencebased-competence perspective. The game changer is that the sources of competence available to managers now have expanded to include the collective intelligence
  14. 14. 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.
  15. 15. user journey through the co-creation design
  16. 16. Work Integrated Learning is a co-creation domain
  17. 17. Co-creating the curriculum through student academic partnerships
  18. 18. 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
  19. 19. supporting slides Learning Link – Torino 29.10.2013 mr.flavio.fabiani@gmail.com

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