Despite 74% of employees believing their companies are not effectively collaborating, this fantastic benchmark study from Nielsen reveals "True collaboration is the exception - not the norm".
From concept ideation to final delivery, Cloud Nine Media are looking for like-minded creatives to collaborate with for greater impact.
Talk to us to see how we can work together. We love to share ideas.
www.cloudninemedia.co.uk
From Co-creation to Structural CollaborationTom De Ruyck
The document discusses structural collaboration between companies and customers. It begins by defining structural collaboration as integrating customer voice into all decision making flows of a company on an ongoing basis. It then outlines four key objectives of structural collaboration: 1) Create better products and improve customer service and communication 2) Become more agile 3) Add consumer feeling to managerial gut feeling 4) Gain marketing and PR benefits. Finally, it discusses five pillars necessary for successful structural collaboration: 1) Fit with company culture 2) Select the right participants 3) Gain C-level involvement and support 4) Treat internal and external similarly 5) Measure impact.
Co-creation is a hot topic these days. Involving customers in the decision flow of a brand/company is one of the cool, new ways of doing marketing. In our research we found that some companies go a few steps further. Some succeed in intergrating the voice of the customer in ALL their decision flows. This paper describes the different steps to evolve from a one time co-creation project to structural collaboration.
Online Co-Creation to Accelerate Marketing & Innovationeÿeka
Online Co-creation to Accelerate Marketing and Innovation, a whitepaper written by eYeka with renown experts in the field of marketing and innovation.
Download this document (as well as other whitepapers and case studies) for free at http://en.eyeka.net/our-works
Changing economy comes with new roads to success. Emerging business eco-systems bring co-creation and open innovation up as key competence and strategic means for competitiveness. How do you recognize multiple roadblocks to harvest benefits and orchestrate collaborative efforts to successfully master the bridge of open innovation?
Co-Creation is a powerful concept: engaging broad stakeholders in a design or problem-solving process as co-designers. But where did it come from? Here’s a brief history of the idea, which remains emergent and evolving still today. (by Stephanie Gioia, Director of Consulting at XPLANE)
Why every company needs a Chief Consumer OfficerNatalie Mas
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
Why Every Company Needs a Chief Consumer OfficerTom De Ruyck
1) The document discusses how companies can become more "consumer-centric" by structurally collaborating with consumers at all stages of decision-making. It emphasizes starting small with pilot projects to demonstrate value and build support before implementing more wide-ranging collaborations.
2) Successful pilot projects that involve confronting employees with consumer insights can help build understanding of consumer collaboration and establish a more consumer-centric culture.
3) Creating a chief consumer officer role can help lead the transformation to an outside-in, consumer-driven culture and ensure collaboration efforts are coordinated across departments.
Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation ...Fronteer Strategy
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
From Co-creation to Structural CollaborationTom De Ruyck
The document discusses structural collaboration between companies and customers. It begins by defining structural collaboration as integrating customer voice into all decision making flows of a company on an ongoing basis. It then outlines four key objectives of structural collaboration: 1) Create better products and improve customer service and communication 2) Become more agile 3) Add consumer feeling to managerial gut feeling 4) Gain marketing and PR benefits. Finally, it discusses five pillars necessary for successful structural collaboration: 1) Fit with company culture 2) Select the right participants 3) Gain C-level involvement and support 4) Treat internal and external similarly 5) Measure impact.
Co-creation is a hot topic these days. Involving customers in the decision flow of a brand/company is one of the cool, new ways of doing marketing. In our research we found that some companies go a few steps further. Some succeed in intergrating the voice of the customer in ALL their decision flows. This paper describes the different steps to evolve from a one time co-creation project to structural collaboration.
Online Co-Creation to Accelerate Marketing & Innovationeÿeka
Online Co-creation to Accelerate Marketing and Innovation, a whitepaper written by eYeka with renown experts in the field of marketing and innovation.
Download this document (as well as other whitepapers and case studies) for free at http://en.eyeka.net/our-works
Changing economy comes with new roads to success. Emerging business eco-systems bring co-creation and open innovation up as key competence and strategic means for competitiveness. How do you recognize multiple roadblocks to harvest benefits and orchestrate collaborative efforts to successfully master the bridge of open innovation?
Co-Creation is a powerful concept: engaging broad stakeholders in a design or problem-solving process as co-designers. But where did it come from? Here’s a brief history of the idea, which remains emergent and evolving still today. (by Stephanie Gioia, Director of Consulting at XPLANE)
Why every company needs a Chief Consumer OfficerNatalie Mas
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
Why Every Company Needs a Chief Consumer OfficerTom De Ruyck
1) The document discusses how companies can become more "consumer-centric" by structurally collaborating with consumers at all stages of decision-making. It emphasizes starting small with pilot projects to demonstrate value and build support before implementing more wide-ranging collaborations.
2) Successful pilot projects that involve confronting employees with consumer insights can help build understanding of consumer collaboration and establish a more consumer-centric culture.
3) Creating a chief consumer officer role can help lead the transformation to an outside-in, consumer-driven culture and ensure collaboration efforts are coordinated across departments.
Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation ...Fronteer Strategy
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
What is Co-Creation and Why is it a Competitive Advantage?VoiceBoxer
The language services and technologies industry is both highly competitive and rich in stakeholders. Doing business is not just about making your customer happy, but also your language resources, staff, investors, management, and more. VoiceBoxer is a Danish start-up offering a novel technology in the remote interpreting world: a multilingual web platform that allows presentations and webinars anywhere, in any language. The company’s recipe for success relies on the concept of co-creation, an approach that serves the interests of all stakeholders, and results in a real competitive advantage. In this session, we’ll discuss the notion of co-creation and explore how it has led to success for VoiceBoxer.
This presentation was given by Andrea Baccenetti, Co-Founder and COO of VoiceBoxer at GALA Sevilla on March 23rd 2015
This document discusses the concept of value co-creation through customer involvement. It provides examples of how customers have transitioned from passive audiences to active partners in experiences. Various models of co-creation are described, from crowdsourcing ideas to collaborating in expert communities. The benefits of co-creation for companies include increased loyalty, stronger relationships and positive word of mouth. However, issues like content editing and customers demanding more value must be addressed.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The Conversation Company is a story about boosting your business by investing in company cutlure, people (internal & external) and social media. A Conversation Company optimizes the conversation potential of an organization.
This document outlines a 4-step process for making social media channels more effective:
1. Develop a content and channel strategy that defines goals and content for each channel and how channels interconnect. The key is having a "content-conversion plan" that guides users from content to conversion points.
2. Build reach through campaigns, rhythm, contests, social advertising, employee activation, offline promotion, and partnering with other brands.
3. Convince audiences to engage through an editorial calendar, creative content, and conversation management across channels.
4. Evolve engaged followers into brand ambassadors by empowering them with valuable content and opportunities to share it.
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.
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The Chief Consumer Officer at Kongress der Deutschen MarktforschungInSites on Stage
The Chief Consumer Officer, presented at the Kongress der Deutschen Marktforschung by Tom De Ruyck (InSites Consulting) on Monday May 19, 2014 in Berlin (DE).
"Co-creation" and "Experience Co-Creation" in Health CareA.R.J. (Rob) Halkes
Co-Creation and Experience Co-Creation are two terms which appear usually as puzzling to those who learn about it for the first time. They often think it is like doing or working together. Instead, it is just because of failing cooperation and collaborative work approaches that co-creation is relevant. It is highly successful in many of branches. To health care there are activities and projects that worked with it. But in general the Health Care Business is not easily changing to these unavoidable methods to create personalised care, and an effective eco system and context to enable self management by patients. Here's the introduction.
Think Big and Connect to the Max: How Pepsico (re)connected the Ruffles brand...InSites Consulting
PepsiCo wanted to (re)connect the Ruffles brand with the Turkish youth. For six weeks a ‘Market Research Online Community’ (or ‘Consumer Consulting Board’) was the central hub in which the dialogue between Gen Y, the Ruffles brand team and the advertising agencies of PepsiCo took place. In three sequential stages we moved from generating insights into Turkish youth’s everyday life and their aspirations over testing and fine-tuning activation platforms and campaigns to creating an understanding of the role of social media in brand activation today. To enhance decision making, we wanted to connect all stakeholders to a maximum extent with the target group. To realize that, we created several touch points between the consumer world (the research results) and the business world (the marketing team and their objectives) while sharing our research results: online and offline consumer immersion exercises with all stakeholders, intermediate debriefs and workshops, a creative brainstorming session and a live chat session with members of the community during that brainstorm. This paper gives insights into the power of using research communities to deeply understand a target group and in the value of ‘triangulation’ in qualitative research (tackling the same issue from different angles and with different eyes). It also illustrates how creating several touch points between the consumer world and the business world can deliver bigger impact on marketing thinking.
Be a better business with a better output. Be an Open BusinessGianluigi Cuccureddu
Guest lecture at the Hogeschool van Amsterdam, University of Applied Sciences for Business Administration students, course Business Development.
Inspiration session on Open Business.
The Power of Co-creation: working with consumers to win in marketBrand Genetics
The challenge for all marketeers is to make the audience care – which means developing a message that is meaningful, relevant and remarkable – this is where co-creation can help. Co-creation is about collaborating with people outside your organisation (eg. consumers, customers, experts) to develop ideas that add real value to their lives.
At Brand Genetics we believe it’s crucial to understand how to collaborate, with whom and what ‘developing ideas’ really means in this context. This presentation shares insights and practical tips on how – done right – co-creation can help you grow your business by being more consumer relevant, and draws on Brand Genetics’ experience of developing innovative new products and brands.
This was the keynote presentation at the Nutraformulate conference 2014
How structural collaboration leads to value propositions in the financial sectorTom De Ruyck
Structural collaboration involves integrating customer input and feedback into every phase of a company's decision-making process on an ongoing basis. This allows customers to provide insights, help develop new ideas and concepts, and ensure proper implementation by verifying company interpretations are correct. Only 3% of companies currently develop new products and services through this level of customer involvement. The key benefits are creating better products and service, increased agility to adapt quickly, adding "consumer feeling" to strategic decisions, and improving marketing and public relations. Successful structural collaboration requires establishing the right objectives, processes, and cultural mindset.
Scott Hirsch from Get Satisfaction gave a presentation on social media and customer engagement. He discussed how social media is a tool for conversation rather than a destination. Get Satisfaction's platform encourages conversation, aggregates customer knowledge, allows knowledge to be used across departments, and creates value for both customers and companies. The presentation also covered trends like social commerce and how social customer content can be used for targeted advertising.
Innovative ways companies are using design thinkingmokshacts
The document discusses how design thinking is being used innovatively in companies. It describes research conducted with 10 organizations that have successfully implemented design thinking. The research found design thinking was being used to solve both internal challenges, like post-merger integration at Suncorp, and engage customers more fully, like IBM transforming trade shows. Design thinking was also helping with management development and skill building at companies like Intuit. The document concludes design thinking can help organizations become more successful at innovation when implemented properly with the right people focused on the right problems.
Software Exec Summit Social Business Deck 72011pchandor
(1) Social business connects people within organizations and externally to drive collaboration, innovation and business results.
(2) Implementing social business solutions can provide measurable benefits including increased revenues through faster responses to market needs, reduced product development times through improved access to expertise, and lower communication costs.
(3) IBM has successfully transformed into a social business itself, realizing cost savings and productivity gains through the implementation of social collaboration tools for its 400,000 employees worldwide.
Fronteer Strategy Presentation on Sustainability and Co-creationFronteer Strategy
The document discusses sustainability and co-creation. It introduces the concept of co-creation, which involves unlocking collective creativity to create relevant solutions. Co-creation can take several forms from involving crowds, communities, experts or partnerships. The benefits of co-creation are that it can lead to faster, better and cheaper results. It also allows for new partnerships and lasting competitive advantages. The document then provides examples of co-creation initiatives and a case study of Coca-Cola's approach to sustainability.
This document discusses different models of innovation used by retailers: closed innovation, open innovation, and adjunct innovation. It argues that adjunct innovation, which involves developing products externally and managing them internally, allows retailers to harness more consumer creativity and produce a higher volume and variety of innovative products. Specifically, adjunct innovation uses external ecosystems to source product ideas from consumers, then guides development and brings successful products to market. Examples like Procter & Gamble's Connect & Develop program and Apple's app store demonstrate how adjunct innovation can strengthen the relationship between consumers and retailers.
The document discusses factors for success and failure in innovation. It outlines an innovation growth model with 5 phases (adhoc, program, co-creation, eco-innovation, value chain innovation) and the challenges of moving between each phase. Key success factors discussed are people, management processes, tools, and opening innovation processes to external partners through co-creation.
This document discusses open collaboration principles and how they can be used to drive innovation and increase productivity in organizations. It defines open collaboration as sharing resources across organizational boundaries to co-create content. Examples are provided of companies like Goldcorp, Procter & Gamble, and IBM that have successfully implemented open collaboration strategies to foster innovation, increase productivity, and transform their corporate cultures. Challenges of open collaboration and strategies for implementation are also addressed.
What is Co-Creation and Why is it a Competitive Advantage?VoiceBoxer
The language services and technologies industry is both highly competitive and rich in stakeholders. Doing business is not just about making your customer happy, but also your language resources, staff, investors, management, and more. VoiceBoxer is a Danish start-up offering a novel technology in the remote interpreting world: a multilingual web platform that allows presentations and webinars anywhere, in any language. The company’s recipe for success relies on the concept of co-creation, an approach that serves the interests of all stakeholders, and results in a real competitive advantage. In this session, we’ll discuss the notion of co-creation and explore how it has led to success for VoiceBoxer.
This presentation was given by Andrea Baccenetti, Co-Founder and COO of VoiceBoxer at GALA Sevilla on March 23rd 2015
This document discusses the concept of value co-creation through customer involvement. It provides examples of how customers have transitioned from passive audiences to active partners in experiences. Various models of co-creation are described, from crowdsourcing ideas to collaborating in expert communities. The benefits of co-creation for companies include increased loyalty, stronger relationships and positive word of mouth. However, issues like content editing and customers demanding more value must be addressed.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The Conversation Company is a story about boosting your business by investing in company cutlure, people (internal & external) and social media. A Conversation Company optimizes the conversation potential of an organization.
This document outlines a 4-step process for making social media channels more effective:
1. Develop a content and channel strategy that defines goals and content for each channel and how channels interconnect. The key is having a "content-conversion plan" that guides users from content to conversion points.
2. Build reach through campaigns, rhythm, contests, social advertising, employee activation, offline promotion, and partnering with other brands.
3. Convince audiences to engage through an editorial calendar, creative content, and conversation management across channels.
4. Evolve engaged followers into brand ambassadors by empowering them with valuable content and opportunities to share it.
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.
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The Chief Consumer Officer at Kongress der Deutschen MarktforschungInSites on Stage
The Chief Consumer Officer, presented at the Kongress der Deutschen Marktforschung by Tom De Ruyck (InSites Consulting) on Monday May 19, 2014 in Berlin (DE).
"Co-creation" and "Experience Co-Creation" in Health CareA.R.J. (Rob) Halkes
Co-Creation and Experience Co-Creation are two terms which appear usually as puzzling to those who learn about it for the first time. They often think it is like doing or working together. Instead, it is just because of failing cooperation and collaborative work approaches that co-creation is relevant. It is highly successful in many of branches. To health care there are activities and projects that worked with it. But in general the Health Care Business is not easily changing to these unavoidable methods to create personalised care, and an effective eco system and context to enable self management by patients. Here's the introduction.
Think Big and Connect to the Max: How Pepsico (re)connected the Ruffles brand...InSites Consulting
PepsiCo wanted to (re)connect the Ruffles brand with the Turkish youth. For six weeks a ‘Market Research Online Community’ (or ‘Consumer Consulting Board’) was the central hub in which the dialogue between Gen Y, the Ruffles brand team and the advertising agencies of PepsiCo took place. In three sequential stages we moved from generating insights into Turkish youth’s everyday life and their aspirations over testing and fine-tuning activation platforms and campaigns to creating an understanding of the role of social media in brand activation today. To enhance decision making, we wanted to connect all stakeholders to a maximum extent with the target group. To realize that, we created several touch points between the consumer world (the research results) and the business world (the marketing team and their objectives) while sharing our research results: online and offline consumer immersion exercises with all stakeholders, intermediate debriefs and workshops, a creative brainstorming session and a live chat session with members of the community during that brainstorm. This paper gives insights into the power of using research communities to deeply understand a target group and in the value of ‘triangulation’ in qualitative research (tackling the same issue from different angles and with different eyes). It also illustrates how creating several touch points between the consumer world and the business world can deliver bigger impact on marketing thinking.
Be a better business with a better output. Be an Open BusinessGianluigi Cuccureddu
Guest lecture at the Hogeschool van Amsterdam, University of Applied Sciences for Business Administration students, course Business Development.
Inspiration session on Open Business.
The Power of Co-creation: working with consumers to win in marketBrand Genetics
The challenge for all marketeers is to make the audience care – which means developing a message that is meaningful, relevant and remarkable – this is where co-creation can help. Co-creation is about collaborating with people outside your organisation (eg. consumers, customers, experts) to develop ideas that add real value to their lives.
At Brand Genetics we believe it’s crucial to understand how to collaborate, with whom and what ‘developing ideas’ really means in this context. This presentation shares insights and practical tips on how – done right – co-creation can help you grow your business by being more consumer relevant, and draws on Brand Genetics’ experience of developing innovative new products and brands.
This was the keynote presentation at the Nutraformulate conference 2014
How structural collaboration leads to value propositions in the financial sectorTom De Ruyck
Structural collaboration involves integrating customer input and feedback into every phase of a company's decision-making process on an ongoing basis. This allows customers to provide insights, help develop new ideas and concepts, and ensure proper implementation by verifying company interpretations are correct. Only 3% of companies currently develop new products and services through this level of customer involvement. The key benefits are creating better products and service, increased agility to adapt quickly, adding "consumer feeling" to strategic decisions, and improving marketing and public relations. Successful structural collaboration requires establishing the right objectives, processes, and cultural mindset.
Scott Hirsch from Get Satisfaction gave a presentation on social media and customer engagement. He discussed how social media is a tool for conversation rather than a destination. Get Satisfaction's platform encourages conversation, aggregates customer knowledge, allows knowledge to be used across departments, and creates value for both customers and companies. The presentation also covered trends like social commerce and how social customer content can be used for targeted advertising.
Innovative ways companies are using design thinkingmokshacts
The document discusses how design thinking is being used innovatively in companies. It describes research conducted with 10 organizations that have successfully implemented design thinking. The research found design thinking was being used to solve both internal challenges, like post-merger integration at Suncorp, and engage customers more fully, like IBM transforming trade shows. Design thinking was also helping with management development and skill building at companies like Intuit. The document concludes design thinking can help organizations become more successful at innovation when implemented properly with the right people focused on the right problems.
Software Exec Summit Social Business Deck 72011pchandor
(1) Social business connects people within organizations and externally to drive collaboration, innovation and business results.
(2) Implementing social business solutions can provide measurable benefits including increased revenues through faster responses to market needs, reduced product development times through improved access to expertise, and lower communication costs.
(3) IBM has successfully transformed into a social business itself, realizing cost savings and productivity gains through the implementation of social collaboration tools for its 400,000 employees worldwide.
Fronteer Strategy Presentation on Sustainability and Co-creationFronteer Strategy
The document discusses sustainability and co-creation. It introduces the concept of co-creation, which involves unlocking collective creativity to create relevant solutions. Co-creation can take several forms from involving crowds, communities, experts or partnerships. The benefits of co-creation are that it can lead to faster, better and cheaper results. It also allows for new partnerships and lasting competitive advantages. The document then provides examples of co-creation initiatives and a case study of Coca-Cola's approach to sustainability.
This document discusses different models of innovation used by retailers: closed innovation, open innovation, and adjunct innovation. It argues that adjunct innovation, which involves developing products externally and managing them internally, allows retailers to harness more consumer creativity and produce a higher volume and variety of innovative products. Specifically, adjunct innovation uses external ecosystems to source product ideas from consumers, then guides development and brings successful products to market. Examples like Procter & Gamble's Connect & Develop program and Apple's app store demonstrate how adjunct innovation can strengthen the relationship between consumers and retailers.
The document discusses factors for success and failure in innovation. It outlines an innovation growth model with 5 phases (adhoc, program, co-creation, eco-innovation, value chain innovation) and the challenges of moving between each phase. Key success factors discussed are people, management processes, tools, and opening innovation processes to external partners through co-creation.
This document discusses open collaboration principles and how they can be used to drive innovation and increase productivity in organizations. It defines open collaboration as sharing resources across organizational boundaries to co-create content. Examples are provided of companies like Goldcorp, Procter & Gamble, and IBM that have successfully implemented open collaboration strategies to foster innovation, increase productivity, and transform their corporate cultures. Challenges of open collaboration and strategies for implementation are also addressed.
The document discusses various aspects of service innovation including:
1) Service innovation involves developing new services or modifying existing services to create added value for customers through new technologies or competencies.
2) Companies must learn to tap into service innovation by addressing higher customer expectations, the rise of mobile internet, big data, and the internet of things.
3) Successful service innovation focuses on relieving what customers do not like, enabling what they cannot do without the service, and making it easier for customers to get what they need.
Strengthen your discovery muscle (Gorman Gottesdiener)Cristiano Caetano
The document discusses balancing discovery and delivery in software development. It argues that teams are often stronger at delivery but weaker at discovery, which can lead to solving the wrong problems or missing market needs. The key is developing the "discovery muscle" through activities like defining a product vision, asking questions to understand customer and business needs, considering diverse perspectives, and exploring options across different product dimensions before focusing on delivery. Discovery requires an open and creative approach to challenge assumptions and find new opportunities.
The Insight Activation Studio: Improving the Return on InsightsTom De Ruyck
The document discusses how consumer insights are often not fully leveraged within organizations to drive meaningful actions and business impact. It proposes moving from traditional market research reporting to involving employees across organizations through experiences to trigger actions ("memefication"). This is achieved through a mobile collaboration platform called the Insight Activation Studio that allows employees to share observations and ideas on consumer insights to collaboratively shape outcomes. Case studies show this approach improves understanding of consumers and activates organizations towards innovation.
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
In this paper we explain how financial institutions can install structural collaboration trajectories with key stakeholders (consumers, employees, management) in order to develop true value propositions consumers are willing to pay for.
1) Insites Consulting worked with Danone Benelux to develop a collaboration platform called the Danone Activation Studio to help Danone identify insight enthusiasts, share insights more widely and quickly, improve insights through interaction, and increase ROI by turning insights into action.
2) The document discusses the need to increase the impact of consumer insights by involving more employees across an organization to share observations and ideas that can turn insights into actions and innovations.
3) Insites proposes building an Insight Activation Studio, a mobile collaboration platform, to connect employees and empower them to share inspiring observations, interact with insights, and take action together to increase the impact of consumer insights on business decisions and performance.
Stop Isolating Customer Insights: Five Ways to Design the Customer Into Your ...Mohamed Mahdy
Five ways companies can better design the customer into the company to become more customer-centric:
1. Don't just rely on customer insights, actively involve customers in product development and innovation.
2. Create common purpose among all departments by having them directly engage with customers.
3. Ensure customer voices are represented beyond just marketing by getting to know customers personally.
4. Use real customer experiences and feedback, not just data, to understand customer needs and motivate teams.
5. Have all departments synthesize customer information to develop a unified understanding of customers.
By 2017, IBM had trained 50 000 of its employees in design thinking. Big players across all in- dustries are bringing the design mindset and design thinking tools into their ranks. They are motivated by the challenge of gaining competitive advantage and looking for sustainable models
to innovate. Creative sales pitches from marketing wizards will make design thinking sound very easy, but that is one of the many misconceptions in this field. However, starting with the right expectations and following tested implementation tips can help bring very tangible benefits to BPO organizations.
The document discusses success and impact in innovation programs. It outlines the key phases of innovation - ideation, evaluation, incubation, and transformation - and what success looks like for each phase. For ideation, success is generating novel ideas, while for evaluation it is demonstrating an idea's potential benefits. Incubation requires showing an idea is feasible through prototypes, and transformation means operationalizing an idea through standard business metrics like revenue. The document stresses the importance of aligning innovation work with business goals and partnering across functions to ensure successful handoffs between phases.
Why every company needs a Chief Consumer Officer: 5 steps towards becoming a ...InSites Consulting
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
A Playbook for Corporate Innovation - Explorium HKYangie Chung
Are you an innovator about to start a new innovation hub or join one?
We were in the same shoes not too long ago. We started Explorium in Hong Kong in 2018 and over the past two years we've tried, failed, hit brick walls, and succeed (on occasion) in helping the businesses of the Fung Group innovate following an ecosystem approach.
We learned a lot along the way and now are sharing back our reflections and suggestions in a Playbook for Ecosystem Innovation - this is the guide we wish we had at the beginning of our journey. Read it, and maybe you can avoid some of our mistakes.
Achieving Innovation through Outcome EngineeringCognizant
In today's rapidly changing technical and competitive environment, the onus is on organizations to continuously develop innovative digital products. But, first they must ensure that both their design and digital product engineering teams are aligned from the beginning -- using an approach called outcome engineering.
A Product-Led Growth Strategy for EnterpriseRocketSource
Product-led growth strategy might not be commonly thought of for enterprise, but it's time to innovate. Discover how to leverage a strategy traditionally used by Software as a Service (SaaS) for enterprises across all industries. In this presentation, you'll learn the importance of building employee experience feedback loops so that you craft more sublime experiences for your customers and your teams.
This document discusses different models of innovation used by retailers: closed innovation, open innovation, and adjunct innovation. It argues that adjunct innovation, which involves developing products externally and managing them internally, allows retailers to harness more consumer creativity and produce a higher volume and variety of innovative products. Specifically, adjunct innovation uses external ecosystems to source product ideas from consumers, then guides development and brings successful products to market. Examples like Procter & Gamble's Connect & Develop program and Apple's app store demonstrate how adjunct innovation can strengthen the relationship between consumers and retailers.
The document discusses the importance of an effective operating model for product organizations to successfully execute strategies. It identifies four key factors of an operating model: product mindset, organizational design, development model, and decision making structure. Product mindset focuses on understanding customer needs rather than requests. Organizational design calls for a product management team separate from engineering and sales. The development model addresses balancing in-house versus outsourced work. Decision making aims to minimize risk through lean methodology and experimentation.
The document discusses the importance of innovation for companies in today's fast-changing environment. It notes that 90% of companies now list innovation as a top strategic priority. Without innovation, customers stop buying products, sales and revenues drop, and key employees leave. The document advocates that The Hart Agency can help companies transform ideas into new products and successful consumer programs through communication, collaboration, and cooperation between teams. This would allow companies to increase awareness, trial, sales, market share and profitability for their innovative new brands.
This survey of over 150 executives found that employees and consumers are the two key sources of innovation for companies. Employees have a deep understanding of company products and can provide many new ideas, while understanding consumer needs directly translates to more successful products. However, companies' understanding of consumers is limited as they are largely unaware of newer market research methods. Partnering with universities can help companies improve consumer insights through workshops and education for employees, in addition to experimental research projects.
This document discusses design thinking as a human-centered approach to innovation that integrates user needs, technology possibilities, and business requirements. It provides three key principles of design thinking: 1) conceptualizing ideas and testing solutions, 2) focusing on end users, and 3) staying adaptable through reinvention. Design thinking introduces empathy and creativity into the innovation process. It needs to be embraced by the whole organization through training and by shortening the gap between product design and marketing teams. Innovation requires considering emerging technologies, business processes, and planning purposefully to have impact for clients rather than just doing something cool. It allows industries to better understand changing consumer needs in a rapidly evolving technology landscape.
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20. Design for Six Sigma (DFSS)
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2. HOW COLLABORATION DRIVES INNOVATION SUCCESS2
03. INTRODUCTION
05. RESEARCH OVERVIEW
ESSENTIAL FINDINGS
06. MORE HEADS ARE BETTER THAN ONE
08. DIVERSE VIEWPOINTS MAKE A DIFFERENCE
10. COLLABORATION REMAINS A PIPDREAM FOR MANY
12. COLLABORATION BARRIERS
14. SOLUTIONS
16. CONCLUSION
17. ABOUT NIELSEN
CONTENTS
4. HOW COLLABORATION DRIVES INNOVATION SUCCESS
1. More Heads are Better Than One
There is a positive relationship between the number of
collaborators actively working on a new product idea and
its performance with consumers. In fact, ideas developed
by teams of three or more people have 156 percent greater
appeal with consumers than those developed by teams
where just one or two people have played a hands-on role.
Organizations that consistently achieve high levels of
collaboration on product concepts can substantially improve
competitive advantage and revenue.
3. Collaboration Remains a Pipedream for Many
Despite collaboration’s benefits, many organizations are failing
to reap its rewards. Nielsen’s study found that most product
innovation projects have only two or fewer people actively
adding creative ideas or suggestions to the mix, resulting in
concepts that underperform with consumers. Several barriers
prevent teams from maximizing collaboration, including
perceptions that collaboration takes too much time, increases
workload and leads to personal conflict.
2. Diverse Viewpoints Make a Difference
Successful collaboration is not only about the quantity of
people contributing, but also about the degree of variation
in their roles, backgrounds and approaches to the problem
at hand. Involving people with different functional roles can
substantially improve a new product idea’s performance with
consumers. Best-in-class organizations follow a framework
for creative collaboration that maximizes diverse expertise
across different areas of the business.
4
ESSENTIAL FINDINGS
6. HOW COLLABORATION DRIVES INNOVATION SUCCESS
The idea that collaboration leads to better ideas is a commonly held belief in most corporate organizations. The
belief can be traced to the 1960s with the introduction of formal “brainstorming” processes by ad-man Alex
Osborn; today, that belief has spurred an industry of collaboration technologies, such as SharePoint, Jive and
Chatter. Yet, very little research has been done to connect collaboration to actual improvement in creative results.
The few academic research studies that do exist measure more abstract creative exercises using students, not
business people. By measuring the before and after impact of collaborative ideation on the performance of new
product concepts, Nielsen was able to connect collaboration results to a real business case: innovation.
MORE HEADS ARE
BETTER THAN ONE
6
8. HOW COLLABORATION DRIVES INNOVATION SUCCESS8
Team diversity is often considered essential for effective collaboration, but does it really lead to better innovation?
After evaluating the impact that the number of collaborators had on concept performance with consumers, Nielsen
examined the impact for teams whose collaborators held different functional roles in the organization. Do teams
with greater cross-functional collaboration fare better, and what’s the right team mix?
DIVERSE VIEWPOINTS
MAKE A DIFFERENCE
10. HOW COLLABORATION DRIVES INNOVATION SUCCESS10
Clearly, collaboration has a positive impact on the performance of new product ideas. But how much are
organizations really collaborating? According to Nielsen’s findings, the reality falls far short of the promise.
COLLABORATION
REMAINS A PIPEDREAM
FOR MANY
12. HOW COLLABORATION DRIVES INNOVATION SUCCESS12
COLLABORATION Given collaboration’s business benefits,
why don’t organizations do more of it? For
one, it’s difficult to quantify the value of
collaboration. Lacking ROI measurement,
many leaders are unable to articulate to
employees how essential collaboration
is, which gives project leads a hall pass to
work in isolation or limited partnerships.
A larger barrier, however, may be human
nature. It turns out that many people
are hesitant to collaborate for fear of
inviting more hassle and work. This “tax”
associated with collaboration is felt most
strongly by project leaders and owners
who are in charge of gathering input,
negotiating feedback and managing any
conflict that arises in the process. To avoid
adding complexity, most project managers
are opting out of collaboration, even if it
means sacrificing performance.
BARRIERS
14. HOW COLLABORATION DRIVES INNOVATION SUCCESS
Organizations can repeatedly praise the benefits of collaboration, but if they don’t remove the tax, people
won’t invest in team approaches. Therefore, they need to consider ways to remove the burden.
14
SOLUTIONS
16. HOW COLLABORATION DRIVES INNOVATION SUCCESS
Based on Nielsen’s research, collaboration may be more important than most organizations believe. By following
collaboration best practices, brand teams have the potential to increase consumer preference for new concepts appreciably.
Teams need to broaden their collaboration efforts, involving more people across the organization. However, none of this is
possible if senior management neglects to removes barriers to collaboration.
CONCLUSION
16
Nielsen’s Studio is a web application that
enables innovation teams to collaborate quickly
and easily on concepts in one central place
– maximizing creative variation to improve
innovation performance. When combined
with Nielsen’s optimization technology, Studio
has been proven to improve the in-market
performance of new products substantially.
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HOW NIELSEN CAN HELP