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Article
Publication date: 1 March 1995

Francis Gouillart

I used to believe in strategy and rock 'n roll. Two‐by‐two matrices and electronic keyboards were my life, but I haven't played with either of them in years—because I lost faith.

189

Abstract

I used to believe in strategy and rock 'n roll. Two‐by‐two matrices and electronic keyboards were my life, but I haven't played with either of them in years—because I lost faith.

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Journal of Business Strategy, vol. 16 no. 3
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 14 November 2016

Bryan Rill

The purpose of this paper is to conceptualize resonant co-creation as a framework for cultivating strategic innovation and organizational change; to delineate worldview…

1397

Abstract

Purpose

The purpose of this paper is to conceptualize resonant co-creation as a framework for cultivating strategic innovation and organizational change; to delineate worldview transformation as central to resonant co-creation and overview the theoretical and practical foundations of this approach; and to offer a model on the facilitation of resonant co-creation in organizations.

Design/methodology/approach

Conceptual development with case illustration.

Findings

Resonant co-creation fosters strategic innovation through coaching and facilitation techniques that cultivate awareness, empathy, and advanced communication skills. This results in a fundamental shift in the engagement and interactions of teams, creating a new space for innovation.

Research limitations/implications

The framework offered herein brings conceptual clarity to specific approaches to and applications of resonant co-creation to achieve strategic innovation. By providing perspective on processes leading to innovation, it possible to be more precise about the relationships between consulting practices and stated organizational change outcomes.

Practical implications

The presentation and clarification of the theoretical model (the underlying grammar of facilitation) and specific techniques that can be used to drive worldview transformation can benefit coaches, facilitators, and leaders who wish to implement a co-creative organizational culture or improve outcomes of co-creative programs. By linking theory to practice, this paper can help change makers and managers better justify and implement resonant co-creation within their organizational contexts.

Social implications

Resonant co-creation facilitates an expansion of awareness that can lead to more sustainable business practices and workplace well-being. This benefits society at large through fostering more socially conscious and innovative organizations.

Originality/value

Resonant co-creation is a needed nuance to the very generalized notion of co-creation spread throughout organizations today. Clarifying this approach is useful to both practitioners and researchers who seek to understand or facilitate innovation and organizational change. The originality of this paper lies in the combination of the idea of co-creation with the psychological concept of worldview transformation. By creating shifts in individual and collective (organizational) worldview, resonant co-creation transforms the way people interact and ideate. This paper introduces a grammar of facilitation and specific techniques that shift worldview and create a space for strategic innovation.

Details

Journal of Organizational Change Management, vol. 29 no. 7
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 4 November 2013

Brian Leavy

In this interview with Prof. Venkat Ramaswamy, Strategy & Leadership reviews the way the concept of co-creation of value with customers is being implemented on its tenth

2099

Abstract

Purpose

In this interview with Prof. Venkat Ramaswamy, Strategy & Leadership reviews the way the concept of co-creation of value with customers is being implemented on its tenth anniversary. Prof. Ramaswamy explains the basic elements of the co-creation playbook.

Design/methodology/approach

Based on his research with companies pioneering innovation co-creation with customers, Prof. Ramaswamy offers insights for executives into what makes this perspective different and powerful.

Findings

Prof. Ramaswamy discusses the guiding principle underlying the transformation of enterprises towards co-creation: how to engage people to create valuable experiences together while enhancing network economics.

Practical implications

In designing and managing a co-creation platform, ask, how accessible is it to consumers or any other key stakeholders; how well does it facilitate dialogue among them; how transparent is this interaction to all, which helps to build trust and attract even more participants; and how well does it enable the reflexive leveraging of the innovation and learning generated to enhance the value of the platform?

Originality/value

Senior executives need to know how co-creation engagement platforms can also be used to generate ideas for continuously improving products and services through the lens of customer experiences.

Details

Strategy & Leadership, vol. 41 no. 6
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 14 January 2014

Francis J. Gouillart

After leading more than thirty co-creation projects, and observing more than 200 others, the author can offer a view on why co-creation with stakeholders is becoming a cornerstone

5177

Abstract

Purpose

After leading more than thirty co-creation projects, and observing more than 200 others, the author can offer a view on why co-creation with stakeholders is becoming a cornerstone of the creative economy and suggest how the most popular approaches contribute to helping firms gain a competitive advantage through connections that enable continuous innovation.

Design/methodology/approach

To tackle large, complex problems, co-creation, in its most generic form, requires adopting five processes that each represent a potential source of competitive advantage; an approach can utilize each process from very little to a lot. A co-creation strategy will be most powerful when all five processes are used in combination.

Findings

Leading theorists are predicting that in the foreseeable future the co-creation model will become a primary source of the firm's competitive advantage.

Practical implications

Opening up the traditional value chain to stakeholders could precipitate a race to co-creation, as every firm tries to connect each function and process to the relevant ecosystem and attract the best external players as partners.

Originality/value

Leading theorists anticipate that in the foreseeable future the co-creation model will become a primary source of the firm's competitive advantage. The article lays out five approaches.

Details

Strategy & Leadership, vol. 42 no. 1
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 2 March 2012

Brian Leavy

This “Masterclass” for corporate leaders aims to explain how to integrate three revolutionary approaches to business innovation to stimulate and propel the creativity that remains

7565

Abstract

Purpose

This “Masterclass” for corporate leaders aims to explain how to integrate three revolutionary approaches to business innovation to stimulate and propel the creativity that remains latent in and around most organizations.

Design/methodology/approach

Veteran “Masterclass” author Brian Leavy believes that collaborative innovation is the new corporate imperative and explains how three sets of revolutionary thinking and practices – design thinking, value co‐creation and the power of “pull” – can create new opportunities for businesses.

Findings

The paper reveals three key lessons: within the world of business, the design perspective is now being applied to a much wider range of challenges beyond the traditional concerns of product aesthetics and ease‐of‐use, including the search for innovative strategies, business models and organizational structures and processes; the core principle of co‐creation is ‘engaging people to create valuable experiences together while enhancing network economics; and organizations need to learn how to “pull” together, and mobilize as needed, the resources to meet the demands of more engaged consumers, responsively and flexibly as they unfold.

Practical implications

Instead of thinking about “what to build,” prototyping is about “building in order to think,” and the prototyping process itself “creates the opportunity to discover new and better ideas at minimal cost.”

Originality/value

This “Masterclass” offers leaders a lesson on how three revolutionary ideas about business innovation complement each other.

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Article
Publication date: 14 January 2014

Robert M. Randall and Brian Leavy

96

Abstract

Details

Strategy & Leadership, vol. 42 no. 1
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 February 1997

Bristol Voss

What you can learn from books about other companies depends first on what they've done, and then on how well the authors can explain it. The rise of Microsoft, the renewal of the…

85

Abstract

What you can learn from books about other companies depends first on what they've done, and then on how well the authors can explain it. The rise of Microsoft, the renewal of the U.S. Army, National Semiconductor's turnaround, and the merger of SmithKline Beckman with Beecham are good places to find rich material.

Details

Journal of Business Strategy, vol. 18 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 14 January 2014

Brian Leavy

This second part of Strategy & Leadership's interview with Prof. Venkat Ramaswamy, one of the early proponents of co-creating value with stakeholders, asks him about the progress

2590

Abstract

Purpose

This second part of Strategy & Leadership's interview with Prof. Venkat Ramaswamy, one of the early proponents of co-creating value with stakeholders, asks him about the progress of the “co-creation transformation” of markets on its tenth anniversary and its wider implications for firm strategists and public policy makers. The interview concludes with a remembrance of the late C.K. Prahalad, a co-developer of the theory, and reviews his many contributions to the advancement of strategic management.

Design/methodology/approach

This interview considers how the co-creation view starts with interactions as the locus of value and platforms of engagements with individuals as the locus of value creation.

Findings

The co-creation paradigm is a dynamic perspective that sees the interaction of customers, employees and other stakeholders as forums for learning and ever-expanding capability building.

Practical implications

Strategy as “stretch and leverage” in the world of co-creation becomes about joint aspirations>joint resources.

Originality/value

Corporate managers need to understand that leading companies that have successfully adopted the co-creation model follow a simple principle – they focus their entire organization on the engagements with individuals.

Details

Strategy & Leadership, vol. 42 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 15 July 2014

Robert DeFillippi

720

Abstract

Details

Strategy & Leadership, vol. 42 no. 4
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 2 September 2014

Freelance Writer

1990

Abstract

Details

Strategic Direction, vol. 30 no. 10
Type: Research Article
ISSN: 0258-0543

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