The Co-Creation Paradigm by Venkat Ramaswamy & Kerimcan Ozcan

Author:Venkat Ramaswamy & Kerimcan Ozcan
Language: eng
Format: mobi
Publisher: Stanford University Press
Published: 2014-04-08T18:30:00+00:00

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CO-CREATING TRANSFORMATIONAL CHANGE

Any enterprise seeking to migrate to co-creation with its customers, partners, and other external stakeholders should begin by examining the nature of the relationship between management and all the co-creators during the transformational change. Establishing co-creation as a way of organizational life requires challenging and mutating the organization’s DNA toward co-creation thinking, by innovating and designing engagement platforms that allow everyone to create the change together. Following the principles of co-creative engagement design, the co-creativity of enterprises is a function of purposefully designed engagements from within an organization that harness the personal and collective intelligence of individuals. After decades of experience with organizational change and jump-starting innovation, it has become abundantly clear to change agents that successful transformational change is best achieved through engagement with those it affects.149 The best way to build co-creative enterprises is to co-create the transformational change.

Co-creating transformational change entails a fundamental change in mindset toward co-creation thinking that begins at a personal level.150 A good starting point is to think about all the enterprises you have interacted with where your personal experiences were frustrating, but the enterprise insisted it was creating value for you. Think about the following:

1. How could more valuable experiences have been created for you? Are there things about the offerings and their delivery that could have been changed? Would the respective organizations have been better off if they had connected with you about your experiences and made appropriate changes to their activities and processes to generate outcomes of greater value to you? How?

2. What if you were offered an engagement platform where you could connect with the enterprise through better dialogue—before, during, and after your engagements—in order to take more control of your experiences and outcomes? What if the products-services themselves became a purposefully designed platform of engagements that enabled you to do this?

3. What if you could offer your own ideas for changes? What if the actions taken to implement them were more transparent to you? What if you could have more of a say in the actions and decisions taken that you care about, and perhaps even participate in the enterprise’s redesign of activities, processes, and offerings?

Engaging individuals by tapping their personal experiences is one of the best ways for an organization to start a conversation about the design of experience-based engagement platforms, which are central to co-creation thinking. Ideas about how to connect value creation opportunities with resources must be harnessed in organizations through involvement of the many.

In this chapter, we first discuss organizations that have successfully begun the journey to implementing co-creation thinking. We first look at Mahindra, whose leaders facilitated co-creation thinking from the inside out, while also bringing in ideas from the surrounding ecosystem. Next, we discuss Predica, which is owned by Crédit Agricole; its story serves as an example of how co-creation is an organizational “silo breaker” in achieving alignment across management functions. We then discuss the role of senior management in leading enterprise-wide transformation to co-creation by first examining the Hospital

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