Download pdf - Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation - presentation 2011

9 WAYSTO GET YOUR TEAM READY FOR

CO-CREATION

FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.

A White Paper by Marieke Streefkerk, Fronteer Strategy

Amsterdam, February 2011

9 Ways to get your team ready for co-creation

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

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Who will benefit from reading this?

Managers, CEO’s or employees who know co-creation can

add value and who want to engage in it for the first time.

They don’t know what barriers to expect - organisational,

personal - and how to deal with them or solve them.

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If you want to co-create, be ready to change

Implementation of co-creation results in a change process involving people, operations, policy and culture.

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People who manage to change have three things in common, they...

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Direction

Motivation

Support

CHANGE

CHANGE

...have clear direction(know where to go)

… are highly motivated(genuinely want to go there)

… have a supportive environment(helps you get there)

Intellectual Property

Complex governance

Short-term focus

Rewarding decision structure

Operations

Inertia & fearof unknown

Lack of motivation

Trust &interdependence

Not Invented Here Syndrome

Implementing co-creation can result in various barriers

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Changing Company Culture - from closed to open innovation model

Organisational Barriers

Psychological & Social Barriers

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9 Ways to get your team ready for co-creation...and overcome the various barriers

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CHANGECHANGE

Start with Why

Shrink the Change

Go for direct Result

Cut the Leash

Do it Together

Discover the

Feeling

Set the Scene

Make it a Habit

Get the Board in

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9 Ways model


Direction

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Start with why

work with the same goal in mind & communicate it.

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Procter & Gamble

is very clear about their co-creation goal: 50% of all product innovations have to come from ‘outside’ of the company. This supports their higher purpose: they are a co-creating company that values the knowledge of others. By involving others, they can build better solutions.

Ca

se

Shrink the Change

co-create in small steps and provide balance.

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Achmea

started co-creation in small steps. One project at a time, one department at a time, one client group at a time. This way, the company slowly got used to the new approach. Now, co-creation is seen by many Achmea employees as ‘the way we do things’. These same employees will probably be responsible for spreading it further in the company.

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Ca

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Go for direct result

start the learning process with a tangible & clear challenge.

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KLM

started co-creation on a very specific case, enabling them to search for specific knowledge outside their company. By keeping focused on this challenge, the results were spot-on.

Ca

se


Motivation

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Cut the leash

be autonomous and show individual value (for the team) -

everybody is part of the change process & solution

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Getronics

stimulated autonomous behaviour by providing budget for all internal team-members of the co-creation project, enabling them to actually implement the results.Receiving this ‘trust’ and ‘carte blanche’ motivated one of the team members to develop his own iPhone application, something Getronics had never done before.


Ca

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Do it together

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find shared identity & get to know each other to create trust

Nokia

has many departments worldwide that are working together to come up with solutions in the field of Augmented Reality, creating whole new structures throughout the company.

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Ca

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Discover the feeling

go outside and bring the outside in.

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Ducati

opened its doors for very loyal consumers (or ‘fans’ as they call it) that they spotted within their online community. These customers became active partners and were involved in the design process of the motorcycles.

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Ca

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Support

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Set the scene

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new behaviour in a new environment, step away from

business as usual


Lego

organises many co-creation situations. With Lego Mindstorms, Lego empowers fans and employees to co-create both online and offline.

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Ca

se

Make it a habit

incorporate it through the organisation to make it ‘natural’ behaviour.

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Ca

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Unilever

uses a so called ‘diffusion model’ to spread out their co-creation strategy throughout the organisation.

Get the board in

make sure they support co-creation and free time & budget

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Siemens

makes a strategic move towards customer intimacy, led from ‘above’. The Chairman of the Board believes that more and more solutions will be developed in cooperation with customers.

Ca

se

Ab van der Touw - Chairman of the Board at Siemens

on change

Chip & Dan Heath, Switch: How to Change Things When Change Is

Hard

Harvard Business Review, 10 Must Reads on Change

on motivation Daniel Pink, Drive: The Surprising Truth About What Motivates Us

on co-creationGabriela Aguirrezabal C., “Development of a Co-creation Strategy

Tool”, November 2009

on trust

Lewicki, Roy J. & Edward C. Tomlinson. "Trust and Trust Building."

Beyond Intractability. Eds. Guy Burgess and Heidi Burgess. Conflict

Research Consortium, University of Colorado, Boulder. Posted:

December 2003

Links & interesting reads

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http://heathbrothers.com




http://hbr.org/product/hbr-s-10-must-reads-on-change/an/12599-PDF-ENG

http://hbr.org/product/hbr-s-10-must-reads-on-change/an/12599-PDF-ENG

http://www.danpink.com

http://www.danpink.com

http://www.beyondintractability.org/essay/trust_building/

http://www.beyondintractability.org/essay/trust_building/


Marieke [email protected]

Martijn Pater [email protected]

mailto:[email protected]


