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.

1. supporting slides
Learning Link – Torino 29.10.2013

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. ... so
co-creation
can help our
organization
to manage
creativity
effectively
... but how

4. creativity is the
preserve of the
individual creative
genius
innovation are
generated by eureka
moments often by people
in scientific labs

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. 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. ... 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. 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. 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. 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. 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

14. 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

15. 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

16. 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.

17. user journey through the co-creation design

18. Work Integrated Learning is a co-creation domain

19. Co-creating the curriculum through student academic
partnerships

20. 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

22. supporting slides
Learning Link – Torino 29.10.2013
mr.flavio.fabiani@gmail.com