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Fronteer Strategy - Co-creation's 5 Guiding Principles
This document outlines the 5 guiding principles of co-creation based on a white paper about co-creation. It defines co-creation as collaborative product or service development between developers and stakeholders. It describes the 4 types of co-creation based on dimensions of ownership and openness. The 5 principles for successful co-creation are: inspire participation, select the very best, connect creative minds, share results, and continue development.
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Overview of co-creation's significance and guiding principles, defining its nature and purpose for successful outcomes.
Explanation of co-creation, its origins, customer involvement trends, and challenges for companies in modern markets.
Description of co-creation mechanisms, the role of the initiator, and the distribution of creative input among participants.
Identification of four distinct types of co-creation based on ownership and openness dimensions, aiming at various challenges.
Real-world case studies illustrating different co-creation models, such as community-driven initiatives and collaborations.
Essential characteristics for successful co-creation initiatives: participation, selection of best ideas, collaboration, result sharing, and sustained development.
Analysis of the return on investment from co-creation, emphasizing direct and future results, and acknowledging unpredictable outcomes.
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Fronteer Strategy - Co-creation's 5 Guiding Principles
- 1. CO-CREATION’S 5 GUIDING PRINCIPLES FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT.
- 2. A White Paperby Martijn Pater, Fronteer Strategy Amsterdam, May 2009 FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT.
- 3. Co-creation’s 5 Guiding Principles OR .... WHAT IS SUCCESSFUL CO-CREATION MADE OF? In this white paper, we identify different types of co-creation (suitable for different types of challenges), present 5 guiding principles for success, discuss the value of co-creation and present a number of inspiring cases from around the world. 3
- 4. Co-creation - what is it? FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 4
- 5. We define co-creationas the practice of collaborative product or service development: developers and stake-holders working together. 5
- 6. Co-creation - where does it come from? FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 6
- 7. Customers want more involvement with their products Traditional business processes have changed An enormous amount of knowledge has become accessible Co-creation is part of the Open Innovation trends going on since the 50‘s FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 7
- 8. Because of thesetrends, companies face challenging questions FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 8
- 9. How to innovate from the core? How to get - or stay - connected with customers? How should I deal with the risk of commoditisation? Where can I find future growth? FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 9
- 10. But markets changeand new rules apply... FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 10
- 11. 99,995% of thepeople don’t work at your company... They might have some good ideas... Why not capture them? But opening up can be scary - most companies hesitate to share ideas and strategies 11
- 12. Co-creation - how does it work? FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 12
- 13. There is always1 initiator - either company or just a single person - that decides to start the initiative Contributors will be joining along the process, but the initiator determines who can join and under what conditions FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 13
- 14. 1% Creators 10% Synthesisers If you open up, keep in mind the ‘1% rule’ 100% Consumers Only 1% of people in any community generates the majority of the creative output FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 14
- 15. Co-creation is morethan a tool, it’s a program of change It can be used to... ... tackle your toughest strategic challenges ... get a fresh perspective on your business ... develop breakthrough new ideas ... unlock the world outside and bring it inside ... connect with partners, customers, consumers ... bring excitement to the floor FRONTEER ... work with the 1% most creative people STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 15
- 16. 4 Types ofCo-creation There are many ways to go about Co-creation, and which to choose depends on the challenge and objectives at hand. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 16
- 17. The 4 typesof co-creation are based on 2 dimensions: Ownership who owns the challenge & the outcome? Openness who can join the challenge? FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 17
- 18. The 4 typesof co-creation Anyone Crowd of Community of can join People Kindred Spirits Open- Crowd of people ness Selection Club of Coalition of process Experts Parties Initiator Initiator + Contributors Ownership 18
- 19. Crowd of people Forany give challenge there might be a person ‘out there’ with a brilliant idea Threadless enables contributors to send in and rate t-shirt designs. Profits on sold items are shared with the designer. Not bad: a full 30% profit margin selling t-shirts with no R&D cost, low investments and hardly any employees. 19
- 20. Community of kindredspirits People or groups with a similar goal develop something for the ‘greater good’ The Linux open source operating system software was developed by users and for users. The software code is free to use and owned by nobody. It started with one simple e-mail with a request for help. 20
- 21. Nokia organises ‘leaduser’ and ‘expert’ co-creation sessions to develop visionary new products and services. Club of experts For specific, time-pressured challenges when expertise and breakthrough ideas are needed 21
- 22. Heineken has successfullydeveloped the ‘Beertender’ in co-operation with Krups. A development period of 10 years resulted in the first true packaging innovation in beer in a long time. Coalition of parties In certain complex situations parties with specific skills team up to share knowledge, ideas and investments 22
- 23. 5 Guiding Principlesof Co-creation Successful co-creation initiatives tend to have a number of characteristics in common. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 23
- 24. 5 Guiding Principlesof Co-creation 24
- 25. 5 Guiding Principlesof Co-creation Inspire participation 24
- 26. 5 Guiding Principlesof Co-creation Select the very best Inspire participation 24
- 27. 5 Guiding Principlesof Co-creation Connect creative minds Select the very best Inspire participation 24
- 28. 5 Guiding Principlesof Co-creation Share results Connect creative minds Select the very best Inspire participation 24
- 29. 5 Guiding Principlesof Co-creation Continue development Share results Connect creative minds Select the very best Inspire participation 24
- 30. Inspire participation Trigger peopleto join your challenge Alessi has been inspiring designers for many years to contribute to the Alessi brand, in return for exposure and shared gains. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 25
- 31. Select the verybest Find the best ideas and the best people Innocentive is a platform where scientists and other experts are gathered to solve tough scientific challenges. Their track record is impressive: 30% of all problems posed are solved FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 26
- 32. Connect creative minds Enable people to work together and find that ‘spark’ Lego developed new generation Mindstorms products together with lead users of the Mindstorms Developer Program. They have helped Lego improving their product ranges far beyond Lego’s wildest dreams. 27
- 33. Share results ‘Givingback’ is crucial* Co-creation was part of many of Apples successes and also drives the Apple iPhone App store success. The profits are shared, 70% is for the developer, 30% for Apple. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 28 *Compensation doesn’t have to be monetary, sharing IP is a next step
- 34. Continue development Co-creation onlydelivers when it is a longer-term engagement Procter & Gamble set high co-creation standards: 50% of new products should come from outside the company. P&G’s Connect & Develop platform invites external people & companies to innovate with them. 29
- 35. 4 Areas ofValue Return on investments in co-creation can be found in several areas. FRONTEER STRATEGY INNOVATION. CO-CREATION. BRAND DEVELOPMENT. 30
- 36. 4 Areas ofValue in Co-creation Generated Value s n off pi r eS u F ut s n off pi tS Resul ts r ec ture Di Fu R esults D irect Time 31
- 37. Direct results correspondwith the project goals that have been set: often new products and services, which generate economic value Direct spinoffs cannot be measured in terms of profit, but create enormous value. Unexpected effects can occur like new contacts, collaborations and brand ambassadors. 32
- 38. A successful newproduct introduction can generate a snowball effect within a category, creating future results Future spin-off effects are unpredictable. Side-effects of certain actions are hard to oversee, but what we can say is that action taken now will have an effect sometime in the future. 33
- 39. FRONTEER martijn@fronteerstrategy.com STRATEGY I N N OVAT I O N. C O - C R E AT I O N. B R A N D D E V E L O P M E N T.