The Spirit of Co-creation: Risk-Managed Creativity for Business. A white paper by Sense Worldwide.
This work is licenced under the Creative Commons Attribution-Share Alike 2.0 UK: England & Wales License. To view a copy of this licence, visit http://creativecommons.org/licenses/by-sa/2.0/uk/
This document provides information about the winners and finalists of the inaugural Real Innovation Awards ceremony. It includes brief descriptions of the winners in each of the six award categories: The If At First You Don't Succeed award (joint winners Dubsmash and Hertfordshire Independent Living Service), The George Bernard Shaw Unreasonable Person award (winner Jane Chen of Embrace Innovations), The Masters of Reinvention award (winner Steve McGuirk of Greater Manchester Fire Service), The Alexander Fleming Serendipity award (winner Barrnon), The Best Beats First award (winner Deliveroo), and The Harnessing the Winds of Change award (winner BlaBlaCar). It also lists the finalists for
Fronteer Strategy is an Amsterdam-based innovation and brand development consultancy. They specialize in co-creation strategies to help clients develop new products, concepts, and services. Their services include expert, consumer, coalition, and crowd co-creation workshops and tools to generate ideas, validate concepts, and create strategic partnerships. They employ a structured process using hand-picked experts from their global database to drive innovation and strategy for clients.
The document discusses embracing failure as an important part of innovation culture. It argues that companies must accept experimentation and the failures that come with trying new things. Failure is defined as occurring when trying something new without knowing ahead of time how to make it successful, rather than from a lack of effort or competence. The document provides perspectives on developing a culture that is constructive about failure, including by using terms like "smartfailing" and viewing failure as a learning opportunity. It also outlines six stages of failure and redemption to help companies move forward productively from failures.
We are proud to announce our twenty-fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
The document discusses challenges and opportunities for innovation in businesses and emphasizes the importance of leadership support for research and development activities. It raises questions about how to better incorporate innovation into corporate strategies and decision making. The presentation also examines ideas for fostering a culture that promotes risk-taking, collaboration, and long-term thinking to support innovation.
This document provides information about the winners and finalists of the inaugural Real Innovation Awards ceremony. It includes brief descriptions of the winners in each of the six award categories: The If At First You Don't Succeed award (joint winners Dubsmash and Hertfordshire Independent Living Service), The George Bernard Shaw Unreasonable Person award (winner Jane Chen of Embrace Innovations), The Masters of Reinvention award (winner Steve McGuirk of Greater Manchester Fire Service), The Alexander Fleming Serendipity award (winner Barrnon), The Best Beats First award (winner Deliveroo), and The Harnessing the Winds of Change award (winner BlaBlaCar). It also lists the finalists for
Fronteer Strategy is an Amsterdam-based innovation and brand development consultancy. They specialize in co-creation strategies to help clients develop new products, concepts, and services. Their services include expert, consumer, coalition, and crowd co-creation workshops and tools to generate ideas, validate concepts, and create strategic partnerships. They employ a structured process using hand-picked experts from their global database to drive innovation and strategy for clients.
The document discusses embracing failure as an important part of innovation culture. It argues that companies must accept experimentation and the failures that come with trying new things. Failure is defined as occurring when trying something new without knowing ahead of time how to make it successful, rather than from a lack of effort or competence. The document provides perspectives on developing a culture that is constructive about failure, including by using terms like "smartfailing" and viewing failure as a learning opportunity. It also outlines six stages of failure and redemption to help companies move forward productively from failures.
We are proud to announce our twenty-fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
The document discusses challenges and opportunities for innovation in businesses and emphasizes the importance of leadership support for research and development activities. It raises questions about how to better incorporate innovation into corporate strategies and decision making. The presentation also examines ideas for fostering a culture that promotes risk-taking, collaboration, and long-term thinking to support innovation.
Here is a downloadable PDF of our popular list of the Top 40 Innovation Bloggers of 2011. Did your favorite make the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from our site's main menu.
This white paper discusses co-creation and provides guidance on successful co-creation initiatives. It identifies four types of co-creation based on openness and ownership. It also outlines five guiding principles for co-creation success: inspire participation, select the very best contributors, connect creative minds, share results, and establish mutuality among participants. The white paper provides examples of companies that have successfully implemented co-creation.
This document provides a guide for corporate executives on successful collaborations between corporations and startups. It discusses why corporations should engage with startups despite seeing them as threats, as partnerships can create value for both parties. It presents a three-step approach for corporations to define objectives and select suitable startup engagement programs. Case studies illustrate transformative benefits like rejuvenating culture, innovating brands, and solving business problems. The guide concludes with lessons for designing, measuring, and implementing effective startup programs.
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
This document announces the top 40 innovation bloggers of 2012 as voted on after two weeks of consideration. It provides a brief introduction to each blogger including their name, position or company, areas of expertise, and links to further information. The document encourages readers to support their favorite bloggers who didn't make the list in hopes of seeing them included in future years. It also provides information on how to get involved in the Innovation Excellence community.
We are proud to announce a downloadable PDF version of our popular list of the Top 40 Innovation Bloggers of 2010. Is your favorite innovation author or blogger on the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from the site's main menu.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
We are proud to announce our seventeenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Talent Wars: Today's Toughest Startup Challenge by Trinet with NJ Tech Meetuprocketfuel.cc
Startup founders face intense competition for top talent from tech giants like Google and Facebook who offer lucrative salaries and perks. To attract skilled employees, startups must think creatively and use innovative hiring strategies beyond traditional job postings. These may include public courting of candidates, maintaining contact with potential hires over many months, and focusing on hiring "superstars" rather than just qualified workers. Venture capitalists also look for founders who can assemble strong teams through networks and persuasiveness since the ability to hire well is critical for a startup's long term success.
The Talent Wars: Today's Toughest Startup ChallengeEric Dahl
Hiring talented employees is the biggest challenge for startups today. Large tech companies like Google and Facebook can offer high salaries and benefits to attract top talent. Startups must be innovative in their hiring approaches. They must offer competitive equity, recruit in unconventional places, and sell candidates on the challenge and mission rather than just compensation. Creative tactics like public courting of candidates, long-term cultivating of contacts, and programming contests help startups compete in today's fierce talent wars.
We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
This document provides an overview of the 10th lesson on launching and going lean. It discusses lean startup methodology, lean canvas fundamentals, lean vs business model canvases, product launch risks and strategies, examples of lean startup cycles for companies like Facebook and Skype, and tips on using business model canvases versus lean canvases in the early stages of a startup.
IA Innovatiemanagement II. Voka Kempen. Sessie 1. Pieter Sprangers Américo Ma...Ikinnoveer
This document provides an overview of innovation concepts and frameworks. It discusses definitions of innovation, types of innovation, and conditions that support innovation. Key frameworks covered include open innovation, design thinking, co-creation, social innovation, management 3.0, and knowledge workers as drivers of innovation. The document also outlines pitfalls to avoid in innovation and compares approaches between start-ups and SMEs. Authors that are referenced in relation to different innovation topics are listed at the end.
are startup agencies like creature shaping the advertising world and is it fo...Dominic Barlow
Startup agencies like Creature are shaping the advertising world for the better by bringing a more flexible and collaborative approach. The founders of these agencies often have successful past experiences at larger agencies and bring high quality work. Smaller agencies allow for open communication across roles and more multi-functional teams. While large agencies can still provide value, especially for large global brands, the nimbleness of startups has enabled them to win major clients and shift perceptions in the industry.
Innovation Excellence is proud to announce the Top 40 Innovation Bloggers of 2014, some of the most popular and prolific innovation writers on the Internet.
Bearing presentation for upc executive mbi - 2013-05-24Jörgen Eriksson
This document summarizes a presentation on innovation and hypercompetitive markets. The presentation covers 7 topics: 1) globalization and hypercompetition, 2) business in hypercompetitive markets, 3) definitions of innovation, 4) how companies can work with innovation, 5) common gaps in corporate innovation efforts, 6) how to make corporate innovation work, and 7) the innovation navigator tool. The presentation uses examples like Lego, Apple, Nokia, and IBM to illustrate challenges of hypercompetition and importance of continuous innovation.
Digital Strategy Innovation Summit, London, Oct 2015Wilson Fletcher
Mark is the co-founder of Wilson Fletcher, one of the world’s first digital service design studios. He has worked on pioneering digital design and innovation programmes for major organisations across the world over a 25-year career. Presenting at IE's Digital strategy innovation summit, Mark dispels many of the myths of digital disruption and shares insight on how to build a successful service strategy in the digital age. These range from why startups are terrible role models, why disruption should never be a strategic goal and why you should never let customers design your products.
We are proud to announce our third Innovation Excellence Weekly for Issuu. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our eighteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The Spirit of Co-creation Whitepaper - Risk Managed Creativity For BusinessSense Worldwide
This document discusses co-creation and Sense Worldwide's approach to it. It makes three key points:
1) Co-creation involves asking the right questions of the right people in the right way to foster collaboration both internally and externally. It's about engaging a diversity of perspectives to identify valuable opportunities.
2) Finding the right initial questions is important, and Sense Worldwide's approach involves research, scoping sessions, and getting outside input. The questions also need to engage and inspire participants as well as allow for alignment.
3) Identifying the right people to involve is key. Sense Worldwide looks for those committed to the collaborative journey and who bring diverse skills and mindsets. Principles of engagement include
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
Here is a downloadable PDF of our popular list of the Top 40 Innovation Bloggers of 2011. Did your favorite make the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from our site's main menu.
This white paper discusses co-creation and provides guidance on successful co-creation initiatives. It identifies four types of co-creation based on openness and ownership. It also outlines five guiding principles for co-creation success: inspire participation, select the very best contributors, connect creative minds, share results, and establish mutuality among participants. The white paper provides examples of companies that have successfully implemented co-creation.
This document provides a guide for corporate executives on successful collaborations between corporations and startups. It discusses why corporations should engage with startups despite seeing them as threats, as partnerships can create value for both parties. It presents a three-step approach for corporations to define objectives and select suitable startup engagement programs. Case studies illustrate transformative benefits like rejuvenating culture, innovating brands, and solving business problems. The guide concludes with lessons for designing, measuring, and implementing effective startup programs.
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
This document announces the top 40 innovation bloggers of 2012 as voted on after two weeks of consideration. It provides a brief introduction to each blogger including their name, position or company, areas of expertise, and links to further information. The document encourages readers to support their favorite bloggers who didn't make the list in hopes of seeing them included in future years. It also provides information on how to get involved in the Innovation Excellence community.
We are proud to announce a downloadable PDF version of our popular list of the Top 40 Innovation Bloggers of 2010. Is your favorite innovation author or blogger on the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from the site's main menu.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
We are proud to announce our seventeenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Talent Wars: Today's Toughest Startup Challenge by Trinet with NJ Tech Meetuprocketfuel.cc
Startup founders face intense competition for top talent from tech giants like Google and Facebook who offer lucrative salaries and perks. To attract skilled employees, startups must think creatively and use innovative hiring strategies beyond traditional job postings. These may include public courting of candidates, maintaining contact with potential hires over many months, and focusing on hiring "superstars" rather than just qualified workers. Venture capitalists also look for founders who can assemble strong teams through networks and persuasiveness since the ability to hire well is critical for a startup's long term success.
The Talent Wars: Today's Toughest Startup ChallengeEric Dahl
Hiring talented employees is the biggest challenge for startups today. Large tech companies like Google and Facebook can offer high salaries and benefits to attract top talent. Startups must be innovative in their hiring approaches. They must offer competitive equity, recruit in unconventional places, and sell candidates on the challenge and mission rather than just compensation. Creative tactics like public courting of candidates, long-term cultivating of contacts, and programming contests help startups compete in today's fierce talent wars.
We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
This document provides an overview of the 10th lesson on launching and going lean. It discusses lean startup methodology, lean canvas fundamentals, lean vs business model canvases, product launch risks and strategies, examples of lean startup cycles for companies like Facebook and Skype, and tips on using business model canvases versus lean canvases in the early stages of a startup.
IA Innovatiemanagement II. Voka Kempen. Sessie 1. Pieter Sprangers Américo Ma...Ikinnoveer
This document provides an overview of innovation concepts and frameworks. It discusses definitions of innovation, types of innovation, and conditions that support innovation. Key frameworks covered include open innovation, design thinking, co-creation, social innovation, management 3.0, and knowledge workers as drivers of innovation. The document also outlines pitfalls to avoid in innovation and compares approaches between start-ups and SMEs. Authors that are referenced in relation to different innovation topics are listed at the end.
are startup agencies like creature shaping the advertising world and is it fo...Dominic Barlow
Startup agencies like Creature are shaping the advertising world for the better by bringing a more flexible and collaborative approach. The founders of these agencies often have successful past experiences at larger agencies and bring high quality work. Smaller agencies allow for open communication across roles and more multi-functional teams. While large agencies can still provide value, especially for large global brands, the nimbleness of startups has enabled them to win major clients and shift perceptions in the industry.
Innovation Excellence is proud to announce the Top 40 Innovation Bloggers of 2014, some of the most popular and prolific innovation writers on the Internet.
Bearing presentation for upc executive mbi - 2013-05-24Jörgen Eriksson
This document summarizes a presentation on innovation and hypercompetitive markets. The presentation covers 7 topics: 1) globalization and hypercompetition, 2) business in hypercompetitive markets, 3) definitions of innovation, 4) how companies can work with innovation, 5) common gaps in corporate innovation efforts, 6) how to make corporate innovation work, and 7) the innovation navigator tool. The presentation uses examples like Lego, Apple, Nokia, and IBM to illustrate challenges of hypercompetition and importance of continuous innovation.
Digital Strategy Innovation Summit, London, Oct 2015Wilson Fletcher
Mark is the co-founder of Wilson Fletcher, one of the world’s first digital service design studios. He has worked on pioneering digital design and innovation programmes for major organisations across the world over a 25-year career. Presenting at IE's Digital strategy innovation summit, Mark dispels many of the myths of digital disruption and shares insight on how to build a successful service strategy in the digital age. These range from why startups are terrible role models, why disruption should never be a strategic goal and why you should never let customers design your products.
We are proud to announce our third Innovation Excellence Weekly for Issuu. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our eighteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The Spirit of Co-creation Whitepaper - Risk Managed Creativity For BusinessSense Worldwide
This document discusses co-creation and Sense Worldwide's approach to it. It makes three key points:
1) Co-creation involves asking the right questions of the right people in the right way to foster collaboration both internally and externally. It's about engaging a diversity of perspectives to identify valuable opportunities.
2) Finding the right initial questions is important, and Sense Worldwide's approach involves research, scoping sessions, and getting outside input. The questions also need to engage and inspire participants as well as allow for alignment.
3) Identifying the right people to involve is key. Sense Worldwide looks for those committed to the collaborative journey and who bring diverse skills and mindsets. Principles of engagement include
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
Timeless Ventures aims to create a startup factory and venture capital firm that provides a highly accessible platform for entrepreneurs. It will offer education, mentorship, resources and seed funding to help people develop their ideas. The document outlines some key problems Timeless Ventures seeks to address, such as lack of creativity and high educational debt. It argues entrepreneurship cannot be taught in traditional classrooms and that current startup accelerators are too selective. Timeless Ventures positions itself as a more inclusive solution that will support a diverse range of founders and ideas. It aims to create a nurturing community for startups through its accelerator program and services.
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.
This document discusses the advantages of user innovation compared to traditional innovation approaches. It notes that user innovation is a major part of open innovation and will become more standard. Open innovation involves using both internal and external knowledge to accelerate innovation. The document then discusses research showing that products developed with lead users through lead user workshops had much higher market share and sales than traditionally developed products, since lead users can reveal future market demands. The main advantage of user innovation is that it taps into the needs of innovators ahead of the market rather than average users.
This presentation outlines what crowdsourcing is, examines how it has effected the advertising and marketing industry and examines whether or not it offers up a new model for creativity.
The document discusses how companies can become competitively unpredictable through open innovation and business model innovation. It emphasizes the importance of developing the right mindset and framework to embrace external contributions, including through the use of partnerships, communities, and social media. Companies are encouraged to experiment with new approaches to change how they innovate and develop innovative capabilities.
This document discusses open innovation and how large organizations are embracing open innovation models through accelerator programs to keep up with today's fast-paced environment of technological change and disruption. EY and Cisco have both created accelerator programs to unlock the benefits of open innovation by facilitating collaboration between the organizations and startups. The publication aims to share lessons learned from their approaches to open innovation.
This document outlines the agenda and key concepts regarding technopreneurship presented by Biyi Oladipo at a CPN New Members Induction event. The document defines technopreneurship as the integration of technology, innovation, and entrepreneurship. It discusses discovering opportunities by understanding strengths and environmental needs, defining audiences, developing business models, and monetizing products or services. The document also covers funding options like friends, family, angels or venture capital, and emphasizes collaboration, learning, and repeating the innovation process.
think is an innovation management consultancy that provides various services to help organizations innovate, including consultancy, workshops, events, and training. Some of their key services involve helping organizations embed innovation into their culture and processes, conducting workshops on topics like new product development, and providing innovation training programs. Their goal is to help organizations build the skills and mindsets needed to sustain innovation over the long term.
The Red Hat Story
"How we built a profitable business by sharing"
Check out the video version at http://www.redhat.com/stories/
--------------------------
Sharing Makes Sense
We Grow More When We Share
The Open Source Way
Values: Freedom and Courage balanced with Commitment and Accountability
#DTR8: The New Innovation Paradigm for the Digital Age: Faster, Cheaper and O...Capgemini
In this edition of the Digital Transformation Review, we examine how organizations can create sustainable and successful innovation strategy, drawing on our global panel of industry executives and academics.
We focus on four key themes:
Which digital innovations should be on organizations' radar screens?
How should companies promote innovation and embed it into their culture?
What lessons can we draw from organizations that are stand-out innovators?
What is the role and impact of innovation centers, including the Capgemini Consulting-Altimeter Group report, "The Innovation Game: Why and How Businesses are Investing in Innovation Centers".
The New Innovation Paradigm for the Digital Age: Faster, Cheaper and OpenJon Nordmark
How Iterate Studio helps multinationals embrace Open Innovation is featured in Capgemini Consulting's 8th Digital Transformation Review (Oct 2015), pages 44-50. Other topics include Machine Learning and AI (University of Oxford), Innovating through Open Data, Robotics, Intrapreneurship (by Telefonica), Innovation Centers (by Capital One), Frugal Innovation (University of Cambridge), and more. -- Digital Transformation Review 8th Edition, Capgemini Consulting ( https://www.capgemini-consulting.com/digital-transformation-review-8 )
Be Competitively Unpredictable! - Make it happen with innovationStefan Lindegaard
Competitively unpredictable: two words that spell the key to success in today’s fast paced, highly competitive business arena. If your company has the ability to consistently outmaneuver the competition in ways they never see coming, then the future is bright.
Why is being competitively unpredictable so essential now? One key reason is the ever-shrinking window of opportunity. In the past decades, depending on your industry, you could count on having three or five or even seven years after bringing something new to market to make good money before you needed to come up with the next new thing to keep revenues growing.
This is no longer the case. While the pace of innovation used to be fast but still manageable, now the window of opportunity is getting shorter and moving faster so you’re forced to innovate ever faster. One of the best examples is the mobile phone industry where they are now counting in months.
Open innovation and business model innovation are key concepts for becoming competitively unpredictable and in this session Stefan Lindegaard shares his views on how companies can embrace these concepts in order to bring better innovation to market faster.
Specifically, he provides:
• an overview of the current state of innovation and what the future will bring us
• examples on how leading-edge companies merge open innovation and business model innovation
• insights on why companies must embrace failure for better innovation
• insights on how companies can use social media for their innovation efforts
Creative Business Ideas: 10 Years of Euro RSCG Breakthrough ThinkingEuroRSCGMoscow
The document discusses creative business ideas (CBIs) and their importance. It provides definitions of a CBI, noting that they are transformational, change business strategy, and drive profitable growth. CBIs have become central to the identity and success of Euro RSCG since 2000. The rest of the document outlines lessons learned from 10 years of CBIs, including finding prosumers to identify future trends, creating buzz around ideas to drive engagement, collaborating widely to deliver more, making ideas meaningful to consumers, constantly innovating to maintain momentum, thinking beyond traditional categories, overcoming limitations through creativity, embracing social media, and being first to market with new concepts.
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.
The document discusses open innovation and the use of social media to connect partners and generate more ideas. It argues that social media can drive virtual interaction and involvement to help innovation efforts. Some key points made include that social media allows companies to identify and interact with innovation partners, generate more ideas faster, and get market and competitor insights. The document also provides advice on developing a social media strategy for innovation, including identifying a focus area, setting up platforms and channels, becoming a curator to share content, and iterating based on tracking and improving efforts over time.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
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1. The Spirit of Co-creation
Risk-Managed Creativity
for Business
Sense Worldwide
September 2009
ord
Forew
by
Sense Worldwide T +44 (0)20 7025 6040
68/70 Wardour Street F +44 (0)20 7025 6041
London W1F 0TB E jeremy@senseworldwide.com
United Kingdom W www.senseworldwide.com
2. The Spirit of Co-creation
Risk-Managed Creativity
for Business
A white paper by Sense Worldwide
Contents
Foreword: 100% Open 03
Opening remarks by Roland Harwood of NESTA.
Open up 04
Some thoughts from Jeremy Brown, CEO of Sense Worldwide.
Introduction 05
An introduction to the co-creation approach.
i. The right questions 07
An exploration of the importance of questions in co-creation and how
to go about identifying the right ones for each business challenge.
ii. The right people 09
Principles of engagement and participant profiles to inform
the recruitment of interdisciplinary co-creation teams.
iii. The right way 12
A discussion of the conditions for creating together and
the role of the moderator.
The real thing: Sense co-creation in action 15
Case studies detailing how three Sense client projects
employed a co-creation approach to address a business challenge.
• Nike: Co-creating brand and product strategies for the EMEA region
• Vodafone: Exploring the future of mobile internet-based services in Europe
• Habbo: Creating a community to test and refine a social networking
experience in the UK and US
Appendix: The story of co-creation 16
• The evolution of the practice
• The current co-creation landscape
Sense Worldwide 18
A bit about us
This work is licenced under the Creative Commons Sense Worldwide T +44 (0)20 7025 6040
Attribution-Share Alike 2.0 UK: England & Wales 68/70 Wardour Street F +44 (0)20 7025 6041
License. To view a copy of this licence, visit http:// London W1F 0TB E jeremy@senseworldwide.com
creativecommons.org/licenses/by-sa/2.0/uk/ United Kingdom W www.senseworldwide.com
3. Foreword
by Roland Harwood
100% Open
The promise of open innovation – namely of better, brighter, faster, cheaper ways
of working – is coming of age. Organisations such as P&G, Virgin, and Oracle –
are exploring how they can share both the risk and reward with their customers,
suppliers, universities or clients – and are beginning to see the significant returns
on investment from these strategies.
Our experience at NESTA of working with many of the world’s leading innovative
companies and organisations, is focussed upon answering just one simple question:
“How do we profitably co-create great ideas outside
the organisation and turn them into investable
propositions inside?”
The answer to that question is based on the realisation that the solutions to nearly all
of our innovation problems are already available somewhere; it’s just that we need
to get much better at finding them. In other words, as well as fostering invention and
creativity, we also need to get better at spotting what’s happening elsewhere, as
new opportunities or competition can increasingly come from anywhere. Therefore
all innovative organisations need to become much better detectives. Also, our
mindsets need to change from ‘what’ to ‘whom’, i.e. how we can leverage our social
networks to capitalise on the information that we have at our fingertips.
Finally, successful open innovation is both an art and a science. It requires careful
management of ‘hard’ technical factors such as IP and risk management and also
numerous ‘soft’ cultural factors such as building reputation and trust. Therefore
proven open business models, that accommodate both hard and soft factors, are
only just beginning to emerge. And as connectivity continues to grow exponentially,
our ability to co-create and collaborate with others will become business critical, and
those unable to make the shift will be left behind.
Roland Harwood
Director - Open Innovation
NESTA
NESTA is the National Endowment for Science, Technology and the Arts;
a unique and independent body with a mission to make the UK more
innovative.
For more details, please take a look at their website, www.nesta.org.uk
and the NESTA Connect blog, http://blogs.nesta.org.uk/connect.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 3
4. Open up
by Jeremy Brown
Letting go to take control
In 2002 I was in the Bay Area collaborating on a project with IDEO and I happened
upon a retrospective of Yoko Ono’s works in the SFMOMA. A caption to one of her
pieces read:
“What I’m trying to do is make something happen by throwing a pebble into the water
and creating ripples...I don’t want to control the ripples.”
I remember this caption distinctly because its premise profoundly inspired me:
relinquishing control and letting factors other than oneself influence a piece of work to
discover new and inspiring end points.
In many ways this practice of letting go to take control
is what co-creation is all about. In other words, helping
business to open up, collaborate and look outside itself
for inspiration and expertise we aim to inspire truly
valuable innovation or, as we say at Sense Worldwide,
‘make things better and make better things’.
Ten years ago I founded Sense on the principle that the best ideas can come from
outside. As such we’ve spent more than Malcolm Gladwell’s prerequisite 10,000
hours refining our approach, engaging external and internal people, a practice central
to co-creation.
Working with a global network of creative thinkers and doers and creating the right
conditions for them to collaborate with the biggest and best brands and smallest and
smartest organisations is the best job in the world. I certainly have a lot of fun amongst
the remarkable people who work with me in the Sense studio.
Because we don’t wear suits or have jobs our mothers can understand, we need to be
all the more disciplined and aware of the value and commercial risks of our activities
and ideas. So in the spirit of being explicit, we’ve written this white paper to explain the
co-creation approach and illustrate its value in a business setting.
Ultimately we want to continue to open up the conversation around co-creation, to ask
the right questions and to get feedback from the community practicing or considering
co-creation. To this end we’ve set up a blog to start the conversation at
www.thespiritofcocreation.com. Please do visit and let us know what you think
about our paper - or even better, tell us how you’re using co-creation. We hope that we
can all learn to do the right thing.
Jeremy Brown is CEO of Sense Worldwide
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 4
5. Introduction
Co-creation is the new kid on the insight and innovation block. It seems to be the
word on everyone’s lips and there’s an air of mystery and anticipation surrounding
it. Its advent has caused ambiguity around the term as everyone rushes to
understand and claim some part of co-creation. This has resulted in a plethora
of definitions and approaches to co-creation making it the most hotly debated
buzzword since innovation.
To some, co-creation is a faster, cheaper and more successful way of developing
new ideas and strategies for business. To others it’s just innovation in a flashy
new ‘collaborative’ disguise; a third camp views co-creation as the practice of
crowd-sourcing ideas, while the more cynical believe it merely repackages and
reframes the age-old focus group. One thing’s for certain, the term has caught
people’s interest – everyone is doing it (or wants to start) and everyone is an expert
(or wants to be!). To understand how co-creation can benefit your business, you
have to understand the commercial context.
Co-creation in context
Co-creation is short for collaborative creation. It creates business value by
employing the collective creativity, knowledge, experience, skills and enthusiasm of
people from both inside and outside of a business. As a formal business practice it
is not widespread, but for those who have embraced it, the approach has delivered
transformative success.
The consumer desire for this type of practice has been around for some time as
demonstrated by renowned American writer and futurist Alvin Toffler who wrote
about the principle nearly 30 years ago in his book The Third Wave (1980):
“People don’t want to consume passively;
they’d rather participate in the development
and creation of products meaningful to them.”
Today the type of collaborative creative engagement Toffler described is eminently
possible. It can be seen for example on the Internet, where the open source
movement is flattening creative hierarchies by allowing anyone with an interest to be
involved in software development. Formalising practices such as these to harness
the creative capital generated through them is now coming to the fore of political,
public and business agendas.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 5
6. Introduction
So what does this mean for business? Well, forward-thinking individuals working
independently in a cross-functional way drive this new ‘creative economy’. As a
business, it is not possible to own this space – you can’t buy communal creativity.
However it is possible to engage with, collaborate with and create value from it and
that’s where the business opportunity lies. Embracing a co-creation approach helps
by providing a platform to engage and align people both internal and external to a
business to identify the business opportunity areas that are right for the organisation
and for their customers.
As Jason Fulton (Nike Head of Consumer Cultures, EMEA) points out in relation to
Sense Worldwide’s co-creation work for Nike:
“What is important now is being able to create and
manage the opportunity to go deeper, to really
help people to express themselves and therefore
help Nike stakeholders, designers, merchandisers,
retailers and marketers also go further to do the right
thing for the business and the consumer.”
A project that successfully employs a co-creation approach has the potential to help
any idea generation and innovation approach become more relevant and powerful to
all participants by engaging and drawing upon a diversity of perspectives.
If you want to know more, have a look at the case study on our site at
www.senseworldwide.com/nike
The Sense approach
From our point of view, co-creation is fostered by a straightforward approach
that, when implemented iteratively throughout a project, yields successful
outcomes for all stakeholders.
Co-creation is all about:
asking the right questions... of the right people... in the right way.
While the above statement may seem simple, the nuances within it are many –
we’ll use this paper to explain each section, first understanding how to identify
and ask ‘the right questions’, then moving on to understand who ‘the right people’
are and finally exploring what exactly ‘the right way’ means in real terms.
Through this narrative, we hope to demonstrate the real value of co-creation
to business, proving that this buzzword signifies an emergent practice with
real commercial advantage. In our eyes, this value lies not solely in idea
generation, but rather the step before: identifying the questions or ‘opportunity
areas’ as we like to call them, that will resonate best with a business’ culture and
prospective customers.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 6
7. i. The right questions
The questions you pose will dictate the quality of your answers and nowhere is this
more important than in co-creation. From start to finish, this approach is all about
questions. Posing them to a variety of people, seeking out adjacent avenues of
enquiry and exploring a question’s perimeters to push further and deeper to the
root of a challenge. In fact, the end product of co-creation (i.e. the ‘answers’) often
comes as a set of questions that frame an opportunity for a brand or organisation by
asking ‘how might we…’ address the opportunities discovered.
Asking the right questions throughout is the only surefire way to ensure the right,
business-valuable outcome. These will truly encompass the essence of a business
challenge and frame it in a way appropriate to its context. In other words they
are those questions that, in asking, direct people to the real heart of the business
problem and carefully challenge them to explore it further. These questions do all the
work for you; frame them successfully and the right answers will quickly follow. That
said, finding those ‘right questions’ is tricky.
You have to start somewhere.
The hunt for ‘the right questions’ in co-creation necessitates an iterative approach.
The output from one cycle of question finding feeds into the next cycle as a starting
point, so identifying that first set of questions is a key step.
The Sense approach
At Sense Worldwide our approach to finding the initial ‘right questions’ in any
project involves three core activities:
• First we look at the background and landscape surrounding the business
challenge in order to understand what has come before. This allows the project to
utilise and build upon existing knowledge internal to the business by reviewing all
current research in the first instance. We call this stage a Research Amnesty.
• Second we examine the scope of the project, asking the dumb and difficult
questions in order to uncover and challenge any assumptions, hunches or
hypotheses that we or other business stakeholders might hold. This often takes
the form of a Scoping Session.
• Third we look outside ourselves, bringing in thoughts and ideas from various
external sources and tapping into our own Sense Network to get a fresh
perspective. The value of this stage lies in the spontaneous responses that help
challenge and reframe the original questions. This might be done though a mini
brainstorm or via a quick online questionnaire.
Since co-creation considers a range of viewpoints throughout the project, the third
step to this approach is key. This third step (i.e. involving external people) brings us
to the second challenge of this stage in co-creation: ensuring that your questions
engage and align everyone involved.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 7
8. i. The right questions
Questions that engage and inspire
Asking the right questions means finding the right language, references and method
to articulate your business challenge so that it is accessible and palatable to
everyone involved. You need to ensure that people understand the questions and
can respond to them with practical and moral ease.
It’s extremely important to formulate your questions so that they are attractive to
those involved.
Stimulate people’s natural curiosity or capture their
imagination and they’re much more likely to commit
their creativity to answering you.
Ultimately finding the right questions means articulating an ambition that’s
intellectually worthy of the people you’re collaborating with.
Questions that align
As touched on earlier, asking the right questions in co-creation requires an
iterative approach. As such, those involved must always feel comfortable adding
to and challenging your questions so that their voices are heard. This will ensure
engagement at every stage (and most importantly from the start), which helps to
achieve alignment.
Enabling people to openly engage from the beginning is simple in theory but
much harder to do in practice because it requires a high level of transparency both
commercially and creatively; this means starting at the wide end of the funnel where
nothing is off the table and narrowing down collaboratively. Taking all viewpoints
and perspectives on board in this way will ensure you find the opportunity areas that
resonate for both a business and its customers.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 8
9. ii. The right people
The second of our three keys to success in co-creation is finding and working with
the right people. Asking the initial questions and developing them further will only
work if you’re doing it with people who are motivated by the challenge.
Building a community of people to work with is a task that is learned through
practice and, much like the iterative co-creation approach, feeds back and refines as
time goes by. Through our experience employing this approach, we’ve developed a
set of top-level criteria that guide us in choosing the right people. They work well for
us, so we thought we’d share them.
Principles of Engagement
Finding the right people means first understanding how you plan to involve them
and what you will require of them. Everyone knows that in order for research to be of
value it has to involve the right people in the role of respondent. While this is also true
for co-creation, here the requirement is more complex.
In order for co-creation to be of value it has to engage
the right people on an ongoing basis as a community
of internal employees and external contributors who
work together as empathic collaborators.
The above statement outlines the three key principles of engagement for co-
creation, namely:
Principle 1:
A collective journey of discovery
Co-creation is as much about discovery as it is about delivery and so those
involved have to commit to taking the journey together (i.e. being involved and
engaged on an ongoing basis). This is necessary because with co-creation you
have to establish a genuinely collaborative working style that builds momentum
as the project progresses.
In many ways this principle is about developing a collective narrative, thereby
weaving a thread of physical and emotional continuity through the co-creation
experience. This type of continuity is also the key to maintaining a diversity
of viewpoints at each iteration, as you’ll keep everyone engaged and aligned
throughout. This doesn’t mean that everyone must be involved in every step,
but just that they should all be included and kept in the loop as much as possible
to derive maximum value from the approach.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 9
10. ii. The right people
Principle 2:
Diversity = equilibrium – recruit a range of viewpoints
We call those engaged in co-creation ‘collaborators’ and a co-creation community
must include external people as well as internal business stakeholders as
collaborators. The goal in establishing this mix is to balance differing opinions
around the business challenge through a diversity of viewpoints. The ideal co-
creation network should be recruited on three criteria:
• those representative of the target audience
• those with working knowledge of the target audience and/or business
• those who can apply creative and visualisation skills
There’s wide variety within these criteria, but as broad groupings they work well
because they address a key issue in co-creation – collaborators’ proximity to the
business challenge. It’s important to strike a balance within a network between
naiveté toward and experience of the business challenge.
While experts are very good at fuelling thinking,
consumers bring value by grounding that thinking.
Ultimately you have to think about how close each person is to the problem and
establish a good mix along this scale. This can become more complicated over time
as collaborators move closer to the challenge through their co-creation activity.
Principle 3:
Synergy through empathy
Fundamentally co-creation is about collaboratively creating as an interdisciplinary
group. As a whole, collaborators form an agile and adaptable team representing a
variety of skills and abilities, and are charged with creative energy. One barrier to
channeling this creative energy lies in the diversity of viewpoints involved (i.e. from
activists to CEOs), which can potentially cause friction within the team. Avoiding this
diversion means creating empathy between collaborators in all co-creation work.
This ‘empathic collaboration’ as we call it, looks to bridge ideological gaps between
collaborators, or at least encourages respect for those gaps. If co-creation is to
succeed, all collaborators need to commit to working in this way. Co-creation is
challenging and cannot support unnecessary sidetracking. This is not to say that
robust conversations (i.e. arguments) must be avoided, but more that they should
always be conducted in a mutually respectful way. A focus on empathy is intrinsic to
the spirit of co-creation and must always stay front of mind.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 10
11. ii. The right people
Participant profiles
Now that we’ve established our three principles of engagement, we need to get
down to the nitty gritty and discuss who exactly to choose on an individual basis. As
well as segmentation criteria, there are creative attributes that are important in co-
creation. These qualities can be soft factors such as intellectual curiosity and lateral
thinking or more concrete abilities like ease of articulation. The specific skills needed
for each project will vary, but there are two attributes which collaborators must have
in order for co-creation to work.
1. Desire to make a difference
Most people like to feel they’ve made a positive difference every now and then, no
matter how small. In co-creation, the people who are truly driven by this desire on
a day-to-day basis are invaluable. This is because the co-creative approach both
benefits from that desire and feeds it, ensuring a level of engagement from your
collaborators that no financial incentive could ever achieve.
Being part of a co-creation approach magnifies collaborators’ ability to make things
better by sharing their ideas with brands that would otherwise be out of reach. It
provides the opportunity for collaborators to not only improve life in a holistic way
but also to get into the detail of designing a specific object or service and craft it to
benefit themselves and others.
2. Comfort with ambiguity
To successfully co-create, people need to be comfortable with ambiguity. This
is because creativity can be stifled when people are uneasy with the amount of
uncertainty they are operating under. Co-creation asks people to embrace new
ideas, no matter how radical and so requires the participation of bright and articulate
individuals who can deal with conceptual thinking and spot new opportunities.
Therefore, the more comfortable with ambiguity a person is, the broader the range
of environments in which they can employ their creativity and the more valuable they
are to co-creation.
The Sense approach
The Sense Network
Ultimately, the Sense Worldwide approach to co-creation seeks to tap into a
network of collaborators with the common quality of comfort with ambiguity in
many different contexts. We’ve made life a little easier in this respect by organically
growing a worldwide network of 1800+ articulate and creative thinkers and doers
spanning 45 countries and with the ability to work in 35 languages. They all embody
the qualities described here. We draw on them to help us with a range of projects by
conducting grassroots competitor research, keeping us up-to-date on micro-trends,
participating in expert interviews and of course attending co-creation workshops.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 11
12. iii. The right way
Having asked the dumb and difficult questions to get to the essence of the business
challenge and harnessed a diverse community of collaborators to help further
explore and probe around that challenge, the next stage is to dive in and do it. This is
where getting it right makes all the difference.
Facilitating co-creation in the right way is about creating the right conditions for risk-
managed creativity around a business challenge. This involves hard factors such as
framework and tools, and equally addresses the need to create an atmosphere that
fosters the open, collaborative spirit of the co-creation approach.
We’ve alluded to the task of moderation in earlier sections but will now more fully
explore the complexities of the job, touching on a few key areas to consider and
explaining our approach as we go.
Unambiguous ambition – set and articulate a clear goal
Setting the right tone for co-creation means being completely clear with all parties
with respect to the business aims of the project. In most instances, co-creation’s
ultimate goal is to explore, elucidate and respond to a business challenge.
Collaborators should understand that challenge and be given a clear explanation of
your reasons for involving them, the part they will play and what you are ultimately
hoping to achieve. This not only helps align participants around the goals, but also
ensures that the core business objective stays front of mind.
Communicating a clear ambition encourages collaborators to trust you and gives
them a sense of purpose in their work. This facilitates a high level of engagement.
Why? Because when people fully understand the business they’re involved in, they
can see the value in sharing their ideas, thoughts and opinions both immediately and
in the long term. It is also a good idea to address the issue of intellectual property at
this stage – but we’ll leave that for another paper. Put simply, when it comes to the
business objectives for a co-creation project, transparency is key.
Creative constraints – keep the work focused
Once your project ambition is clear, the next step is ensuring that every stage of
the project is focused. This means keeping the overall objective in mind, but more
importantly this is about channeling the creativity of collaborators to maximise
productivity.
Co-creation isn’t about happy-clapper brainstorms
and blank sheets of paper, it’s about well-channelled
creative energy and structured tasks that meet a
business challenge in a smart and structured way.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 12
13. iii. The right way
We find that an environment defined by carefully considered constraints is
the most productive setting for creative work and, by extension, co-creation.
As noted earlier, creative work is filled with ambiguity, so it’s important to give
collaborators direction to focus their exploration. Achieve the right focus and
you will spur people on to create original and compelling ideas for business
within tight timeframes.
The Sense approach
At Sense Worldwide we provide direction by introducing creative constraints,
which can take different forms at every stage of the project. Sometimes putting
a time limit on a certain area of exploration is all that’s needed; other times more
explicit direction in the form of carefully chosen stimulus or clearly defined tasks
is more appropriate.
Learn and earn: Incentivise your collaborators
In co-creation, collaborators need a reason to get involved and stay involved.
Yes, we’re talking about why (and how) people are motivated to take part.
Our key insight around incentives is that while financial incentivisation works to
a point, it’s intellectual stimulation that really gets the most out of collaborators.
If you’re looking to involve creative and talented people you have to pay them for
their time. That goes without saying. However if you want to ensure a real depth
of engagement, you must also give them a powerful and lasting reason to
be there.
The Sense approach
At Sense Worldwide there are two key ways we provide deeper incentives. First we
look to supply intellectual stimulation by engaging bright and articulate individuals
who together create a collaborative environment full of creative stimulation.
Furthermore, we play on the human desire to scale up one’s ability to make things
better for oneself or others discussed in section ii. When a collaborator’s input
into a co-creation project makes a positive impact, it makes them feel good about
themselves. These moments of self-reflective reward are invaluable incentives to
engage in co-creation and are key to attracting forward-thinking individuals.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 13
14. iii. The right way
Thinkers and doers: The principles behind choosing tools
Choosing the right tools to engage and enable your collaborators is paramount
to engaging in co-creation in the right way. As discussed earlier, creating an
atmosphere of openness is the key to emotional buy-in and puts your collaborators
in the right frame of mind to contribute. The next step is providing the right tools
to practically enable the expression of those contributions.
Within the gamut of creative individuals there are many different ways to process
and react to a task or brief. While one person might jump in with a raft of ideas
up front, another might need more time to process the questions and formulate
their thoughts. By understanding and allowing for differences such as these, you
can deploy the appropriate tools to help collaborators transcend them and
contribute together.
The Sense approach
At Sense Worldwide we use a set of our own tools to enable co-creation; one good
example is our online platform, Community Network Conversation Tools (CNCT)
which employs blogs, media sharing and webcams. Virtual tools such as these allow
asynchronous collaboration while still maintaining continuity throughout the project.
As they can be used before, during and after a project, we use them to allow people
to contribute in their own time and at their own pace.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 14
15. The real thing:
Sense co-creation in action
There’s nothing worse than all mouth and no trousers. Here are a few snapshots of
various ways we’ve deployed our co-creation approach for clients. If you’d like to
know more or are interested in a full case study, do get in touch.
1. Co-creating brand and product strategies for Nike in the EMEA region
Nike wanted to re-launch the Nike Sportswear (NSW) brand by discovering fresh
ways to root its iconic products in the consumer cultures of nine EMEA regions.
Sense responded by designing a co-creation approach that enabled leading-edge
consumers and cultural experts from nine key cities to collaborate with a cross-
functional Nike team to generate fresh perspectives and new brand ideas. Sense’s
insights and recommendations enabled Nike to develop a range of new localised
and personalised marketing and product initiatives.
If you want to know more, have a look at the case study on our site at
www.senseworldwide.com/nike
2. Exploring the future of Vodafone’s mobile internet-based services in Europe
Vodafone wanted to explore next-generation mobile connected services and
devices in Europe. We responded by co-creating insights and concepts with
tech-savvy users in a participative design approach that explored and articulated
how a mobile could behave and perform in the future. The output is helping internal
Vodafone teams to think differently about mobile devices in general and what it will
take to add value and drive loyalty in the years to come.
3. Creating a community to test and refine Habbo’s social networking
experience in the US and UK
Habbo, the world’s largest and fastest growing virtual world and online community
for teens, wanted to improve its user experience for 13–16 year olds in the UK
and USA. We involved teenagers in the development conversation by building
and nurturing a co-creation community, which produced insights to fuel major
development and design changes to improve the online user experience.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 15
16. Appendix
The story of co-creation
This section outlines the wider context of co-creation, The 1990s: Open source
focusing on its origins and providing a summary of current One of the most recent precursors to co-creation is the
models for engagement with external collaborators. collaborative software movement that has come to be known
as ‘open-source’. This area of practice is based on the
The Evolution premise that the more developers, the better the software.
There are many influences on the evolution of co-creation, Within an open-source project, anyone with the skills and
which mainly fall within the fields of research, design and inclination has full access to source code and is empowered
product/service development. We’ve put together a potted to make their own changes and improvements.
history in order to illuminate a few of the many facets of co-
creation. This open approach to software development is now being
applied to a number of initiatives to develop and share
The 1950s: Market research knowledge rather than software. Wikipedia is one popular
Primarily influenced by the advertising boom of the 1950’s, example where encyclopaedia content is entirely user-
market research aims to uncover peoples’ needs, motivations generated and moderated online.
and values in relation to their purchasing behaviours. People
are viewed as subjects to be examined in a quantitative way The 21st century: Co-creation; bringing it all together
with the use of questionnaires and databases. Qualitative These three disciplines demonstrate various aspects of
research methods such as focus groups, and various social co-creation: namely that co-creation harnesses real peoples
media tools have also been introduced to further understand experience and insight to create products and services in an
the decisions people make, and tend toward one-way open and collaborative way.
conversations.
While many current approaches to collaboration imply the
The 1970s: The rise of participation and participation of various stakeholders (users, purchasers,
user-centred design manufacturers, retailers etc.), co-creation suggests a bigger
Participatory design, an approach used by Scandinavian picture approach where a variety of collaborators with differing
community architects during the 1970’s, involves end- motivations take a more proactive role. Co-creation also adds
users directly in the design process to help ensure that the another dimension by focusing on using insight to inspire new
environment designed meets various cultural, social, political business thinking and ideas rather than just validate that which
and spiritual needs. exists already.
During the same period, American industrial designers began As competition has increased, innovation has become a core
to carry out their own observational research in a movement activity of ‘business as usual’. As an approach to innovation,
that pioneered user-centred design. The idea was to further co-creation provides access to a wealth of opportunities for
investigate human behaviours in order to design more progressive business’ to embrace and benefit from the talents,
appropriately for customers. This desire to go beyond market creativity and brilliance the world outside their organisation
research reports led designers to immerse themselves in the has to offer.
users’ context and ask open-ended questions to inform the
project agenda.
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 16
17. Appendix
The story of co-creation
The Co-Creation Landscape
The current co-creation landscape is broad and varied. 4) Large corporations who outsource briefs to communities
The diagrams below outline several different models of that are fostered online. (Innocentive, Kluster, Crowdspirit)
collaborative creation that have been employed to help
corporation
develop products and services.
1) Large corporations who call for ideas by offering
a one-off contest with prize money or a manufacturing run.
(Ikea and Muji) ? ?
? ? ?
?
platform
? ?
corporation
?
network
£
2) Consultancies or agencies who set up and facilitate the 5) Large corporations that host an online platform where
whole co-creation project to act as a bridge between individuals submit ideas or requests based on the brand,
a network of collaborators and a corporation. which that business can then select for development.
(Sense Worldwide) (Cuusoo with Muji)
corporation network
consultancy platform
network corporation
3) Large corporations who call for agencies to submit ideas 6) Large corporations who engage with a community
to then partner with or broker a deal. (P&G with NESTA) of advocates to co-create on an ongoing basis.
(Lego Mindstorms)
corporation
community of advocates
broker
agencies corporation
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 17
18. Sense Worldwide
A bit about us
We help our clients to do the right thing by understanding people.
Sense Worldwide is a Creative Strategic Consultancy with ten years in the
business of Insight, Innovation and Strategy - their approach is called Master
Planning for Brands.
In a nutshell, Sense Worldwide helps their clients do the right thing by understanding
people - co-creating disruptive brand, product and business strategies for global
clients like Diageo, Nike, Vodafone, Johnson & Johnson and Discovery Channel
with The Sense Network - their 1,800 strong global community of articulate, creative
thinkers and doers.
In addition to these consultancy services Sense Worldwide develops and markets
consumer insight software tools and collaboration platforms: FYI for socialising
insight and CNCT for engaging consumers, experts and hard to reach users in co-
creation projects.
Clients
Bank of Scotland MTV
BBC New York Times
British Telecom Nickelodeon
Campbell’s Nike
Cartoon Network Nokia
Converse Orange
Diageo Philips
Discovery Premiere Foods
Electrolux Procter & Gamble
Envirowise Reuters
Fiat SC Johnson
Habbo Sony
Herman Miller T-Mobile
Hewlett Packard The Economist
ITV The Guardian
John Richmond Unilever
Johnson & Johnson VH-1
MeadWestvaco Vodafone
Come and join the conversation at
www.thespiritofcocreation.com
The Spirit of Co-Creation: Risk-Managed Creativity for Business | 18