The Co-Creation Paradigm 9780804790758

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a d va n c e p r a i s e f o r The Co-Creation Paradigm

“In the decade since co-creation was mooted, technological platforms have enabled human engagement at deeper levels and on an infinitely broader scale. As a consequence, businesses can and must expand their strategies to encompass a profitable engagement with all stakeholders. The powerful idea that ‘we can do even better for ourselves, if we do well for others’ encompasses the way that successful organizations will contribute to wealth, welfare, and wellbeing in society. The Co-Creation Paradigm is a beacon for this new way of doing business.” —a na n d g. m a hi n dr a , Chairman and Managing Director, Mahindra & Mahindra “Building collective knowledge with stakeholders is no longer a privilege, but a must for organizations to survive in complex environments. The Co-Creation Paradigm  presents the foundation for this thinking, and the concepts and tools to make it happen. Working co-creatively with the Brazilian public sector has showed me this is the only way forward.” —paulo f r esn eda , Advisor to the President, Brazilian Corporation for Agricultural Research “As a sequel to The Future of Competition and The Power of Co-Creation, Venkat Ramaswamy and co-author Kerimcan Ozcan provide a compelling case of how companies that engage customers and develop an ecosystem of capabilities transform value creation in R&D, supply chains, and marketing to create sustainable competitive advantage.” —jagdish n. sh et h, Emory University “Creating and maintaining a competitive advantage is a race towards an ever moving target. Co-creation is the latest lever to get ahead by involving business partners, directly drawing upon their skills and efforts. Doing this requires a new business paradigm, which is well captured in Ramaswamy and Ozcan’s practical and inspiring book.” —h a ns l æssøe , Senior Director, Strategic Risk Management, The LEGO Group “Co-creation is possibly the fastest growing innovation phenomenon of our time. Recognizing, appreciating, and participating in it is no longer optional. This book is replete with references, insights, and illustrations that provide an exceptional breadth and depth of understanding of the constructs that underlie the co-creative process.” —bill fisch e r , IMD

“A stimulating look around the corner that reveals how network interactivity is transforming organizations and engaging customers. Readers will be challenged to rethink the very meaning of value, realized through intense and rewarding experiences.” —george s. day, University of Pennsylvania and coauthor of Strategy from the Outside In “The Co-Creation Paradigm represents the next wave of strategic marketing and management. We need to train our students and re-train our executives to think in terms of co-creation and platform building. Inviting all stakeholders to cocreate our businesses will lead to competitive insights and advantages that are unimaginable in traditional companies.” —ph il ip kot l e r , Northwestern University “Firms are no longer the center of value creation, which now pivots around the human experience, interactions, and platforms of engagement. The Co-Creation Paradigm is a multi-layered view of strategy that opens up new insights and points toward profits that are not attainable using conventional tools.” —v e n k i r aja h, Vice President of Infrastructure Insight, Oracle Corporation “Patients nowadays are connected and networked in ways that were unthinkable a decade ago. Allowing the patient to co-construct medical solutions to suit their conditions, symptoms, level of comfort, and experience with specific medications should be the aspiration of every pharmaceutical company. Yet, health systems and authorities need a roadmap for co-creating value. Venkat Ramaswamy and Kerimcan Ozcan show us the way.” —h um be rto c. a n t u n es, President & CEO, Galderma S.A. “In the last decade, we began to recognize that firm-centric organizations are losing ground, and a new way of co-creating value is taking hold. Paradigm shifts are necessarily slow revolutions. But, this book neatly synthesizes all that we know today, facilitating steps forward in the next generation of value creation. Whether you want to build a co-creative enterprise, or are intellectually curious about the shifting world of business, this book is for you.” —s. si va k um a r , Chief Executive, ITC Agri Business “The Co-Creation Paradigm is an important read for those who are interested in the consequences of co-creation. It shows how co-creation is changing the agenda for how to run our organizations—which deeply involves how we relate to other organizations, groups, and customers. The authors provide compelling cases and examples that highlight pertinent concerns for practitioners and academics alike.”

—r e x degn eg a a r d, Copenhagen Business School

T h e

C o - C reation P aradigm

Venkat Ramaswamy and Kerimcan Ozcan

sta nfor d business books An Imprint of Stanford University Press Stanford, California

Stanford University Press Stanford, California © 2014 by Venkat Ramaswamy and Kerimcan Ozcan. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Special discounts for bulk quantities of titles in the Stanford Business Books imprint are available to corporations, professional associations, and other organizations. For details and discount information, contact the special sales department of Stanford University Press. Tel: (650) 736-1782, Fax: (650) 736-1784 Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data Ramaswamy, Venkatram, author.   The co-creation paradigm / Venkat Ramaswamy and Kerimcan Ozcan.   pages cm   Includes bibliographical references and index.   isbn 978-0-8047-8915-8 (cloth : alk. paper)   1.  Customer relations.  2.  Relationship marketing.  3. Product management.  4.  Business networks.  I.  Ozcan, Kerimcan, author.  II. Title.   hf5415.5.r354 2014   658.5′75—dc23  2013043601 isbn 978-0-8047-9075-8 (electronic) Typeset by Newgen in 10/15 Sabon

To Brahman and Swami Krishnananda, Ishvara and Shivashankar, Bhumi Devi and Soulmate Bindu, Prakriti and Joyful Adithya and Lalitha, Matrudevo Bhava and Pitrudevo Bhava, And co-creators of the future everywhere. In loving memory of my father, Shri A. V. Ramaswamy, whose soul departed this earthly world during the co-creation of this book. God bless his soul. —Venkat Ramaswamy To Pana for love, Dora and Jülide for purpose, Belgin, Gürbüz, and Elbe for encouragement, And my teachers and students for wisdom and humility. —Kerimcan Ozcan

contents

Tables and Figures

ix

Acknowledgments

xi

Preface

xv

1 Introduction to the Co-Creation Paradigm

1

2 Innovating Co-Creation Platforms of Engagements

32

3 Enabling and Connecting with Co-Creation Experiences

49

4 Leveraging Co-Creation Ecosystems of Capabilities

82

5 Building Co-Creative Management Systems

99

6 Crafting Co-Creative Enterprise Architectures

144

7 Co-Creating Transformational Change

187

8 Evolving Economies and Societies through Co-Creation

222

9 Wealth-Welfare-Wellbeing and Private-Public-Social Sector Co-Creation

248

10 Embracing the Co-Creation Paradigm

279

viii

con t e n ts

Notes

293

Bibliography

305

Index

319

tables and figures

ta bl es 1-1 Shift in perspective on resources, opportunities, and value creation

23

1-2 Strategic need and managerial manifestation of co-creation thinking

28

figu r es 1-1 Value creation as co-creation

2

1-2 From conventional enterprises to co-creative enterprises

17

1-3 The co-creation paradigm of value creation

29

2-1 Engagement platforms

34

2-2 Crafting a strategic architecture of co-creation platforms

46

3-1 Domains of experiences

53

4-1 Ecosystem of capabilities

83

6-1 IT as enabling co-creation platforms

151

8-1 Contours of a co-creative economy and society

223

acknowledgments

No paradigmatic book can be written without help from and significant dialogue with a large number of individuals as co-creators. We owe a special debt to many people who have given their time and energy to document and share the examples in this book. Our heartfelt thanks go to all of you mentioned in this book and those we may have unintentionally omitted. We first want to recognize the spirit of the late C. K. Prahalad, who inspired us with his visionary thoughts, insights, teachings, mentorship, and friendship. May God bless his soul. We are also very grateful to the Prahalad family, especially Gayatri, Murali, and Deepa. We next want to profusely thank Francis Gouillart. Many of the examples in this book originated from the joint work of Venkat Ramaswamy with the ECC Partnership. We thank the consulting clients who believed in the power of co-creation early on and were willing to share their work in documenting these examples. We appreciate the support of Mark Deck and Doug Billings, then at PRTM. We thank Ed Prewitt for his strong case research and editorial skills that helped in shaping the content of several examples. We are also grateful to Kirsten Sandberg and Emily Loose for their editorial guidance and support in the evolution of this work. We have been inspired by and benefited from several thoughtful senior executives who gave their valuable perspectives as well as their unstinted

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support: Pablo Armendariz (head of innovation, Caja Navarra), Tim Brown (CEO of IDEO), Bernard Charlès (CEO of Dassault Systèmes), Yasayuki Cho (general manager of Wacoal Japan), Naveen Chopra (senior general manager and head of plant quality, Mahindra & Mahindra), Kris Gopala­ krishnan (ex-CEO of Infosys), Subu Goparajau (head of Infosys Labs), S. Karun (head of sustainability, ABB India), Jørgen Knudstorp (CEO of LEGO), Anand Mahindra (chairman and managing director of Mahindra & Mahindra), Katsutoshi Murakami (general manager, NRI, Japan), N. R. Narayana Murthy (founder-chairman and chief mentor of Infosys), Dr. João Polanczyk (CEO of Hospital Moinhos de Vento), David Richards (board member of Orange Telecom), Jay Rogers (CEO of Local Motors), and S. Sivakumar (chief executive of ITC Agri Business). We also want to thank André Coutinho, Mathias Mangels, and the rest of the team at Symnetics/Tantum Group for being such a strong partner in the evangelization and implementation of co-creation in Latin America. We also want to thank David Moschella (global research director, CSC) and Doug Neal (research fellow, CSC) for exploring co-creation as a next practice through the Leading Edge Forum. We are also very grateful to Richard and Ilse Straub (Drucker Forum), as well as Robert Randall and Brian Leavy (editor in chief and contributing editor at Strategy and Leader­ ship) for their support. In evolving the original manuscript for this book, we are very grateful to Rex Degnegaard (Copenhagen Business School) and Bill Fischer (IMD), who reviewed it early on and provided detailed feedback, critical comments, and valuable suggestions for rewriting and improving it. We also thank Sachin Joshi (CII), S. V. Krishnan (SPI), and Venkatesh Rajah (Oracle) for providing additional comments and feedback on selected portions of the manuscript. A good editor is a co-creator. We are indebted to Margo Beth Fleming, our editor at Stanford University Press, who sought us out and encouraged us to pursue this paradigmatic undertaking. She went far beyond the role of a traditional editor and truly co-created the book with us. Margo dug into the manuscript incisively, with a keen sense of where the message had to be, and brought clarity to complex arguments. Following the reviews, she provided detailed guidance in reworking the manuscript. She

ack now l e dgm e n ts

xiii

continuously and untiringly urged us to see the forest for the trees, use simple language wherever possible, and clear the underbrush, while still keeping alive the spirit and distinctiveness of this book. Her good nature, persistence, and unwavering commitment helped us immensely. We also thank James Holt for his edits, and the copyeditor, graphic artists, and other personnel at Stanford University Press for their dedicated efforts as “behind the scenes” co-creators. We also thank the Ross School of Business and International University of Japan for their support and especially M. S. Krishnan (Ross), Toshiro Wakayama (IUJ), and Philip Sugai (Doshisha University). Finally, we could not have written this book without the unwavering family support of our wives—Bindu and Pana. Their belief in our search and its importance was unwavering. By taking on a disproportionate part of the duties of parenting, they gave us the privilege of time and the peace of mind required for research and writing. Our children—Adithya, Lalitha, Jülide, and Dora—were a constant source of inspiration and encouragement. We apologize for any unintended omissions in our acknowledgments and are indeed extremely grateful to many who helped us with this book. We alone are responsible for all its shortcomings. We sincerely hope this book inspires you to become a co-creator in your own life, to help your organization become a co-creative enterprise, and to co-create the future of human experiences in economy and society. Venkat Ramaswamy Kerimcan Ozcan

preface

For a long time, people believed that the sun revolved around the earth because it was the sun that rose and set every day. A paradigm shift occurred with the realization that the earth revolved around the sun. Something similar is underway in our social, business, and civic systems. Individuals were seen as revolving around firms and institutions. We were pockets of demand, rising and setting around supply. This is no longer true. Individuals, not institutions, are now at the center of value creation. Traditional business thinking starts with the premise that the firm autonomously determines value through its choice of products and services. Consumers are assumed to represent demand for the firm’s offerings. The implications for business follow from these premises. The firm needs an exchange process to move its goods and services to consumers. This exchange process has long been the locus of the producer’s role in extracting economic value from the consumer. Firms have developed multiple approaches to extracting this value: increasing the variety of offerings, efficiently delivering and servicing those offerings, staging goods and services like themed restaurants do, and customizing offerings for individual customers. These premises and implications manifest themselves in the perspectives and practices of firms in the industrial system. Managers focus on

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the “chain of activities” that captures the flow of products and services through operations that the firm controls or influences. This “value” chain system essentially represents the “cost build” of products and services. Decisions on what to make, what to buy from suppliers, where to assemble and service products, and a host of other supply and logistics decisions all emanate from this perspective. Employees focus on the quality of the firm’s products and processes, potentially enhanced through internal disciplines such as Six Sigma and Total Quality Management. The value creation process of the firm is separate from the market where various parties simply “exchange” this value. Matching supply and demand for goods and services has long been the bedrock of the value creation process. Consumers are often only passively involved in the process of value creation. They are researched, observed, segmented, targeted, marketed at, and sold to by people from the firm, but they are not engaged in any deep, meaningful interaction with the firm, especially on their terms. To use common business terminology, the firm has established “touch points” for them, but these are scarce and brief and are staged from the perspective of the firm. The firm decides what the touch points are and how the relationship with the individual is defined. Individuals do not get to decide what they can share with the firm but instead must answer the questions asked of them at the focus group. They do not participate in the design of the product or service or program, but they are only presented with an offering designed for them by the firm. They do not participate in the marketing of the offering, but they only get to see the campaign aimed at them. They do not actively influence how the firm sells offerings to them or to each other as individuals. They are left with a yes-or-no decision, a modern capitalistic equivalent of Shakespeare’s Hamlet: “to buy or not to buy.” This firm-centric paradigm of the conventional enterprise has served us well for many years, but it is rapidly becoming outmoded. Going beyond consumers, networked individuals around the globe are no longer passive and docile recipients of supply, thanks to digitization, globalization, the World Wide Web, advances in interactive communications and information technologies, social media, and ubiquitous connectivity. Rather, all stakeholding individuals expect to be active participants and collaborators in the value creation process as co-creators

pr e fac e xvii

of value. Individuals today are highly connected and networked, sharing their experiences with products and services. They want to help design the value of the products and services they use, want an ongoing conversation with the companies they do business with and with one another, and want their voices heard. The varieties of interactions that people can engage in have also exploded on an unprecedented scale, with everything from blogs to videos, wikis, podcasts, and a plethora of rapidly evolving engagement technologies. We are witnessing a paradigmatic shift in value creation, away from a firm-centric, utilitarian view of unilateral value creation to a co-creation paradigm of value creation, as the title of this book suggests. The cocreation paradigm is about: •

interactions as the locus of value creation;

•

jointly creating and evolving value with stakeholding individuals;

•

harnessing open and social resources of individuals and their skills on the one hand, and enterprise and network resources of multiple private, public, and social sector enterprises on the other, as a joint resource base;

•

innovating engagement platforms as the means of connecting joint value creation opportunities with joint resources through agential actions;

•

leveraging ecosystems of capabilities based on meshworks of social, business, civic, and natural communities to engender new value creation capacities;

•

individuated experiences as the basis of outcomes of value; and

•

wealth-welfare-wellbeing as the basis of joint aspirations.

Both this shift and this book have been a long time coming. In 2004, following a series of articles from 1998 to 2003, C. K. Prahalad and Venkat Ramaswamy published The Future of Competition: Co-Creating Unique Value with Customers (HBS Press, 2004).1 That book detailed the shifting of competencies toward an enhanced network of customer communities and global talent outside the firm. It suggested that customer experience was becoming central to enterprise value creation, innovation, strategy, and executive leadership. It offered a series of compelling examples,

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s­ howing that value was being created jointly by the firm and the customer, rather than entirely inside the firm. The book held that customers seek the freedom of choice to interact with firms through a range of experiences. Customers want to define choices in a manner that reflects their view of value, and they want to interact and transact in their preferred language and style. The Future of Competition provided a new frame of reference for jointly creating value through experiences and called for a process of co-creation—the practice of developing offerings through ongoing collaboration with customers, employees, managers, and other stakeholders. Just three years after publication, businesses had begun to capitalize on opportunities anticipated by the book, embracing concepts such as “customer competence,” “experience innovation,” “experience personalization,” and the larger perspective of “value co-creation.” The Future of Competition commenced an ongoing journey for us as authors. From 2005 until 2010, Venkat engaged with thousands of managers globally who had begun experimenting with co-creation, especially following the explosion of digital and social media, convergence of technologies and industries, proliferation of sensors and embedded intelligence, and IT-enabled services. Through a series of articles, Venkat discussed and explored how enterprises were building platforms that enabled “large-scale ongoing interactions” among the firm, its customers, and its extended network.2 This shift also allowed for the continuous development of new experiences and new opportunities for the firm by way of customer engagement. In some cases, enterprises had gone further in extending their resource base through practices such as crowdsourcing, open innovation, and mass collaboration. In other cases, they were tapping into user communities and social networking among customers. Some enterprises had also begun allowing their customers to personalize products. The fundamental shift managers had to make with the dawn of these changes required them to go beyond a conventional goods-services mindset and develop an experience mindset. Success lay in using people’s actual experiences to generate insights and change the nature and quality of interactions in building a co-creative enterprise.3 In 2010, Venkat and Francis Gouillart published The Power of Co-Creation (Free Press, 2010), which showed how enterprises (in the private, public, and social

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sectors) were leveraging platforms to create new interactions with people everywhere in the system and new forms of value together with individuals through a focus on human experiences. As a result, people and their interactions were becoming central to effective design, innovation, marketing, operations, IT, human resources, leadership, and strategy at large. This called for co-creation among managers inside the organization to support external co-creation with customers and stakeholders.4 In 2010, Kerimcan Ozcan joined Venkat on the co-creation journey. A decade after The Future of Competition, we feel that the time has come for a deep dive into the fundamental nature of value creation as a cocreation. It has become clear that the world is on the cusp of a fundamental structural transformation of the very nature of value and the process of creating it. It has also became evident that co-creation thinking challenges the nature of enterprises; their organization; governance; the relative roles of private, social, and public sector enterprises; and how economies and societies are shaped.5 This book is the result of our joint efforts in attempting to provide a comprehensive paradigmatic framework of co-creation to ground the future of value creation as it is developing. We use a lot of examples as “thinking props” to convey our perspective and key ideas, not to illustrate best practices or prescribe “one best way” or to glorify any one enterprise as the model of the future. Instead, we strive to discover next practices, so no single example could possibly exemplify the concepts underlying the paradigm shift and a synthesized frame of reference we provide. While some of the examples may be broadly familiar to some readers, we have strived to use the examples purposefully to elucidate concepts, components, and particular aspects of our framework. We recognize a wide array of options that individuals can explore and exercise to cope with and capture the opportunities available to everyone reading this book. We recognize that a paradigm shift occurs over a fairly long period of ferment and that it is not attributable to only a few people. We share the spirit of humility in recognizing the work of many whose shoulders we stand upon. A curated website (cocreationparadigm.com) accompanies this book and expands on the content of co-creation by providing a glossary and links to the works of different authors and related topics—

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across multiple disciplines—that cumulatively connect with the co-creation paradigm at large. We synthesize various strands of economics and social sciences, information, design, complexity sciences, natural sciences, psychology and cognitive neurosciences, phenomenology, metaphysics and philosophy, morality and ethics, policy, and organizational and business scholarship that contribute to a progressive, pluralistic, and constructive foundation of a co-creation paradigm of value creation in contemporary enterprises, markets, economies, and societies. In writing this book, we tried to maximize accessibility for an intellectually curious and academically minded audience by citing only the most salient journal articles, since most of the books we mention contain a plethora of references and our open access website provides an extensive bibliography with aids to further exploration. Moreover, we tried to minimize quotations and inline references as much as possible to make the reading experience smoother, while at the same time remaining cognizant of the dangers of simplification. Achieving this balance was not easy, and we did our best to rearticulate the ideas of original contributors in a way that is accessible without losing its fidelity. This book is more than an invitation to think differently; it is a clarion call to action—to help create a new world of possibilities together. While we focus primarily on the strategic implications for enterprises, and particularly with a conceptual inclination, we believe that, ultimately, all of us will have to see, think, and act differently—not just as practitioners or academics but as individuals in economy and society—thereby rebalancing the relative influence of the individual and the institutions of private, public, and social sector enterprises. We expect a long but exciting journey through the unfamiliar that will force us out of our comfort zones into a more complex world of co-creation but a journey that is more fulfilling in realizing the potential of humanity and our worldly experiences.

T h e

C o - C reation

P aradigm

1

introduction to the co-creation paradigm

Propelled by advances in global communication and information technologies, the nature of interactions among individuals and their environments has been changing rapidly, driving an ongoing metamorphosis of value creation in business, economy, and society. The centrality of personal and collective agency with the advent of the Web and the progression of new mobile technologies has accelerated the generation of data through interactions, the communication and exchange of information, and the democratization of value creation.6 Individuals—whether customers, employees, suppliers, partners, financiers, or citizens at large—are playing out their different interests from both within and outside of traditional enterprises. 7 Nongovernmental and social organizations are taking increasingly assertive roles vis-à-vis corporations. Citizens and communities are engaging local and national governments in the deliberation of policies and the delivery of services. In all these cases, individuals are attempting to push through previously impervious institutional boundaries to express their various demands and expectations. In other words, individuals as active stakeholders want to be more intensively engaged in value creation than ever before.8 What is the significance of this new age of engagement? As depicted in Figure 1-1, a fundamental implication is that enterprises—whether private, public, or social sector enterprises and whether established or at the

and Network

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Engagement Platforms

as a Nexus of

Enterprises

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Capacities of Enterprise Architectures

Resources

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figu r e 1-1  Value creation as co-creation

,

6

Enterprise

69

Experiential Learning-Insights-Knowledge and Building New Strategic Capital

7:). '7 I

• •

"'------------,

Ecosystems of Capabilities

. . . . ..

•

Domains of Experiences

···r.·

I

•

Joint Resources, 27

320

i n de x

assemblage systems, smart, 148–153 Ategi, 257 “autopoietic” systems, 184 baby boomer market segment, 138, 140 banking and finance: ABN Amro Bank, 129–130; alerts for customers, 217; bank advisors (Cap Découverte), 195–203; Crédit Agricole, 195–196, 198–202; Mondragon’s internal banking, 255–256; State Bank of India, 193 Bayer, 95 Benioff, Marc, 162 billing systems, 159 Blake, Eduardo, 127 blogs: Burberry, 162; “Dell Hell,” 103–105; GE Healthcare, 121; Google, 135; Nayar, 208; SAP Developer Network, 111–112; Sunsilk GoG, 110 blood-sugar monitoring, 149 BMW and Local Motors, 19–21 BPX (Business Process Expert), 111 BrandEdge, Infosys, 217–218 brands, co-creating and managing of: Google, 135; Harley-Davidson, 138–141; HUL, 109–110; Starbucks, 63, 84 Brazil, 233; HMV, 203–206; MAPA, 212–213; RTMVP, 129–133; SENAI, 122–126 British Telecom, 155 Brother Industries Ltd., 106–109 Brotman, Adam, 65 browsers, web, 79 Bruzzo, Chris, 62–63 BT Group, 155 Buckman Laboratories, 74–78 “build it with them,” 280 Burberry, 162–163 Burning Man, 141 Burns, Ken, 152

business planning assistance (GE Healthcare), 120–121 Business Process Expert (BPX), 111 business-to-business sales, 116–121 “buy-in,” 203, 286–287 Cafeglobe.com, 113–115 Caja Laboral (Mondragon), 255 Caja Navarra, 230 Caja Navarra (CAN), 225–232 call centers: creating customercentric, 104–105; Freightliner, 173–174; Nokia India, 101–103; opening database to customers, 103; self-management of, 134–135; 24/7 Customer, 134–135 Camargo Corrêa, 126–127 CAN (Caja Navarra), 225–232 “canchas,” 229 capability, defined, 297n91 capability ecosystems, 2, 14, 29, 83; business communities in, 83; characteristics of, 88–89; civic communities in, 83; communities in, 83, 84–87; convergent, 219; economies and societies as nexus of, 232–235; ITC, 92–97; leveraging, 82; natural communities in, 83; social communities in, 83 capacity, defined, 297n91 capacity development, 268 capacity for agility, 168–169 Cap Découverte (Predica), 195–196, 199–203 capitalism: separation of labor and capital under, 251, 252; stakeholder, 249–251, 258; standard critique of, 224; variations within, 248 car-building platforms, 18 career choice information, 122–123 Care Innovation (HHS), 157 CareLink (Medtronic), 149, 153 cargo rail, 126–128

i n de x Catholic Church, 180 cause-effect engagement loops, 11 Cemex, 163–165 Central Institute for Medicinal and Aromatic Plants, 95 Centre-Loire Regional Bank, 199 Centre of Innovation for Tomorrow’s Enterprise (Infosys Labs), 216 change, capacity to, 166–167 Changemakers (Ashoka), 238 chemicals industry, 74–78 Chevrolet Volt electric vehicle, 54 children’s issues, 217–219 Cho, Yasuyuki, 113–116 Chopra, Naveen (Mahindra), 189– 194 Choupal (ITC), 91–94 “Choupal Haat,” 94 Cisco, 266 CITI (Creativity, Intentionality, Integrativity, Transformativity), 32 citizen participation in government, 210–213 City Sensing, 265 City Watch, 265 “Civic Accountability” as customer right, 227 Cleveland Clinic, 153–155 climate change, 14, 85, 269–271 cloud platforms, 47–48 Coase, Ronald, 21, 246–247 co-creation: domain, defined, 296n60; ecosystem, defined, 297n81; platform, defined, 294n23; questions, 281–282; summary, 283 Co-Creation Fair (HMV), 205 “co-creation workouts” (Infosys), 216–217 co-creative capacities, 87 co-experimentation (HarleyDavidson), 139–140 coffee supply ecosystem, 84–87

321

collaboration: inside large organizations, 126–128, 198–200; and public service innovation, 122–126; work environments promoting, 136–137 collaborative network, 215 “collective intelligence,” 27, 71 “color-mixing” metaphor of co-creation, 15–16, 194n21 Colt revolver assembly, 182 community capacity, 268–270 community health workers, 156 community involvement (Starbucks), 85–87 “company think,” 44, 104–105, 115–116 competition, in the 1990s, 279 compressed differentials, 253 computers: Dell, 103–106; IBM, 117–118, 136, 264, 266 conferences in Second Life, 116–118 configuration of experience, 52, 55– 56, 64, 166, 263 Conservation International, 84, 236 constraints, formal, 183 consumers: before-and-after-sale interaction with, 37; finding new ways to connect with, 7; participating in product design, 8–9; product education for, 195–198; product personalization options for, 9 consumer society, 224 content (in territorial assemblage), defined, 295n45 contextual knowledge, 73–79, 214– 215 Cook, Scott, 209–210 cooperatives, Mondragon as ecosystem of, 252–258 co-ownership, 194, 203 Copiloto, EureCan, 230 Core Motion software interface, 47 corporate cultures: blending, 129, 132; building and enriching, 189–191

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i n de x

corporate social responsibility (CSR), 228, 273–274 Cosgrove, Delos “Toby,” 153 Costa Rica, 85 country-to-country exchanges, 269 craft shops as community/education centers, 108 Create Jobs for USA, 59 Creative Seoul Project Headquarters, 211 creativity in engagement, 38–39 Crédit Agricole, 195–196, 198–202 “CRM as Dialogue” (Fujisaki), 100– 101 crowdsourcing, 44, 295n37; of decisions, 79 CSR (corporate social responsibility), 228, 274 Curley, Martin, 265 Customer Assistance Call Center (Freightliner), 173–174 customer experiences: vs. “company-think,” 115; and customer retention, 101–102; as source of competence, 24. See also call centers; online customer communities DART (Dialogue, Transparency, Access, and Reflexivity), 49–50, 55–56, 263 Dassault Systèmes, 18–19 David, Samson, 218 dealers: increase in non-domestic, 141; meetings with as opportunities, 109, 192; role in value creation, 106–109, 142, 173–175; as stakeholders, 190, 192–193 Deficit Reduction Act (DRA, 2005), 120 Dell, Michael, 103, 105–106 “Dell Hell” blog entry, 103–104 Delphi Automotive, 139 “demand,” 280, 288 Demaré, Michel, 274

democracy, economic, 253 democratic capability ecosystems, 88 democratizing democracy: Brazil, 212–213; Seoul, 210–212 democratizing strategy management, 129 Demoiselles de Bourges, Les (Predica Cap Découverte), 200 Denson, Charlie, 7 Department of Defense, U.S., 155 Department of Health and Human Services (HHS), U.S., 156–157 design competencies, 13–14 “deterritorializations,” 35 Detroit Diesel Corp., 172, 176 “developer think,” 44 development issues in co-creation, 267–273 Development Marketplace (World Bank), 269 Deveshwar, Yogesh, 97 dialogue (in DART), 55 digital artifacts, 146–147 digital hospitals, 152 digitization of analog data, 4 Direct2Dell blog, 104 “Directions” meetings (HCL), 208 disease management teams, 156 distribution channels, 106–109 diversified enterprises, 126–128, 142 divisional collaboration, 126–128 doctors, medical, 149–154, 156, 160–161. See also HMV “doing well by doing good,” 273–274 domains of experiences, 2, 14, 29, 52, 53, 57–59 “double-loop” learning, 73 Douglas, John, 162 downstream co-creation, 45, 93, 288 Drayton, Bill, 236 driver performance monitoring, 172– 174 Drucker, Peter, 73 drug development, 160–161

i n de x Dublin, Ireland, 265 Dubuque, Iowa, 264 Dynamic Synchronization of Operations (Cemex), 163 EasyPay (Apple), 37–38 ECHO (Extension for Community Healthcare Outcomes), 156 e-Choupal (ITC), 90–97, 245 economic crisis (2008), 137, 140, 256 economic democracy, 253 economic development, 268–273 economic success and bottom line, 97 economies and societies: economies serving people, 254; expanding joint interests, 235–244; humanization of value, 223–232; jointly building co-creative capacities of ecosystems, 244–247; as nexus of ecosystems of capabilities, 232–235 ecosystem governance, 177–181 ecosystems of capabilities. See capability ecosystems Edwards, Trevor, 7 EFCS (Employees First, Customers Second), 207 efficiency: and capacity to change, 166–167; and innovation, 182–183 EFI (electronic fuel-injected) engine, 139 e-learning platform for training, 131 electric cars, 257 electric power, 158 electrification, 274–275 electronic fuel-injected (EFI) engine, 139 embodiment, 185–186 EMBRAPA, 212 embroidery machines, 107–108 emergent phenomena, organizations as, 184 employability, 254 employee capitalism, 248

323

Employees First, Customers Second (EFCS), 207 empowerment, conditions for, 97– 98, 181, 263, 268 energy use management, 116–118 engagement design, 38–45, 79–80 engagement platforms, 2, 29, 151, 284, 288 Enron, 180 enterprise: defined, 293n7; ecosystem governance, 177–181 enterprise architecture, 157; defined, 144; enabling event-centric activation, 148–149; IT-enabled, 96, 148 enterprises as a nexus of engagement platforms, 16–17 environmental stewardship, 85–86, 97 escaping the past, 286–289 ethanol technology (Brazil), 212 ethical sourcing, 85–86 Ethiopia: crop farmers, 271–273 EureCan (Caja Navarra), 230 Eureka platform initiative (Medtronic), 151 European Union, 266 event-centric activation, 148–153 event-centric enterprise capabilities, 151 events and subevents, 147–148 “everyware,” 146 “Every Woman Every Child” movement, 218–219 evolvability, 89 existential and aspirational needs of employees, 207 experience configuration, 52, 55–56, 64, 166, 263 experience domains, 2, 14, 29, 52, 53, 57–59 experience personalization, 160 experience visualization, 285, 287 “Experiencing a Career” platform (SENAI), 122–123

324

i n de x

expression (in territorial assemblage), defined, 295n45 extension (body), 185 Extension for Community Health­ care Outcomes (ECHO), 156 Fabric, 217–218 Facebook, 63, 105, 155, 162 Fagor Appliances, 254, 257 Fairtrade Foundation, 85 fantasy football, 141, 148 farmers: HARITA and Ethiopian, 270–273; ITC and Indian, 89–98, 245–246; Starbucks and, 84–85, 87 “fattening the tails,” 140 “feedback loops,” 185 Fellows (Ashoka), 236–238 Ferrosur (Camargo Corrêa), 126–128 finance. See banking and finance financial capital, 248 financial crisis (2008–2009), 137, 140 Firefox (Mozilla), 79 firm-centric paradigm, overcoming, 104, 132, 219, 250 five pillars of innovation co-creation (Infosys), 214–217 Fleet Management Services, Ryder, 175 “floating mobile van” (Nokia), 102 Flock, 43–44 flows of knowledge, 73–74 football, 147–148 Ford, 139, 182 forestry initiative (ITC), 97 France: Crédit Agricole, 195–196, 198–202; France Telecom, 72–73; La Poste Retail, 66–71 “Free Agent Nation,” 135 free riding, 255 Freightliner, 172–176 Fresh Blue (IBM), 136 Freundlich, Fred, 255 Fujisaki, Junpei, 100

GameChanger competitions, 13 Gardner, James, 228 Garner, Curt, 65 Garnier, Michel, 70 GE Healthcare, 119–121 GELI (Inclusivity, Generativity, Linkability, and Evolvability), 82, 87–89 Genentech, 161 General Motors OnStar, 51–54, 56 Genius Bars (Apple), 35–36, 42 “Genius” recommendation software (iTunes), 45 Global Fellows (Ashoka), 238 Global Program for Management Development (GPMD), 189, 191, 193 Global Responsibility reports (Starbucks), 85 Global Water Challenge, 238–239 Goenka, Pawan, 191 Goñi, Enrique, 226, 232 Gopalakrishnan, Kris, 214 Goparaju, Subu, 214, 217 governance issues in co-creation, 259–263 government responsiveness, 210–213 GPMD (Global Program for Management Development), 189, 191, 193 GPS (global positioning system), 5, 163, 213 Greater IBM Connection, 136 green construction, 86 Green Data centers (IBM), 116, 118 green transportation, 257 Gronstedt, Anders (Gronstedt Group), 117–119 Group HR & Leadership Development (Mahindra), 190 Hackensack University Medical Center, 152–153, 155 hair care, 109–111

i n de x Hair Care Bar (HUL), 110 HARITA (Horn of Africa Risk Transfer for Adaptation), 270–272 Harley-Davidson, 138–141 Harley Owners Group (HOG), 138 Harris, Martin, 154 HCL Technologies, 207–209 health and health care, 280; disease management teams, 156; doctors, 149–154, 156, 160–161; GE Healthcare, 119–121; health and diet tracking, 43; health insurance, 204, 206; HMV, 203–206; medical histories/charts, 147, 153–154; Medtronic Inc., 149–152; nurses, 152–153, 156; patients as active stakeholders, 151–154, 204–206; pharmaceutical industry, 160; preventing child diarrheal deaths, 218–219; supply logistics for health centers, 257 Herceptin (Genentech), 161 heterogeneous pricing, 158–159 Hewitt Associates, 134 Hindustan Unilever Ltd. (HUL), 109–110 Hitachi, 266 HMV (Hospital Moinhos de Vento), 203–206 Hocher, Jean-Yves, 195–196, 198–199 HOG (Harley Owners Group), 138 “home fashion” (Wacoal), 113 “Homo economicus,” 249–250 Hong Kong, 165–166 Horn of Africa Risk Transfer for Adaptation (HARITA), 270–272 Hospital Moinhos de Vento (HMV), 203–206 HUL (Hindustan Unilever Ltd.), 109–110 humanization of value, 223, 223–232 “Human Science Institute” (Wacoal), 112

325

hunger, addressing, 270–271 Hunter, Dick, 105 IBM, 116–118, 136, 264, 266 iBra, 112 iCloud platform, 47–48 idClic (Orange), 72 Idea Partners (Starbucks), 62–63 IFRS (International Financial Reporting Standards), 112 ILM (Industrial Light & Magic), 135–136 implanted cardiac devices, 149 Inclusivity, Generativity, Linkability, and Evolvability (GELI), 82, 87–89 India: ABB, 274–276; IBM in, 136; Infosys Labs, 214, 216–217; ITC, 89–98, 245; Nokia India, 101–103; Sankalp, 218–219; SEBI, 259–262; UIDAI, 240–246. See also HUL individuation, 50–55, 169 Indivisible Blend (Starbucks), 58–59 Industrial Light & Magic (ILM), 135–136 Infosys Labs, 214, 216–217 infrastructure issues in co-creation, 264–267 ING, 201 innovation and efficiency, 182–183 innovation competencies, using for social change, 13–14 Innovation Lab (SETLabs), 214–216 institutional frames, 183–184 insurance: health, 204, 206; life, 195–203; reinsurance, 270–273 integrated methodologies and tools, 215 integrativity of engagement design, 40 Intel Labs Europe, 265 intensive construction of value, 27 “intensivists,” primary care, 157 intentionality of engagement, 39 interaction environments, 33–37, 34, 59–60, 148–153

326

i n de x

interaction layer, 150 “interdevice internetworking,” 146 interfaces, in engagement platform, 34, 37–38 International Development Enter­ prises India, 95 International Financial Reporting Standards (IFRS), 112 Internet broadcasts of government meetings, 211 Internet of Things (IoT), 146 “intra-actions,” 45 Intuit, 209–210 “inverting the management pyramid,” 209 “investment,” defining, 251 investor stakeholders, 260–261 iOS, 42–48 IoT (Internet of Things), 146 iPhone alarm clock, 160 iPod/iPhone interface for Nike, 5, 8 iPods, iPhones, iPads, 47 ITC, 89–98, 245 IT enabling co-creation platforms, 151 iTunes store, 45, 47 iVillage.com, 113

Key Performance Indicators (KPIs), 86 K’Netix (Buckman Labs), 74–78 knowledge management, 73–78 Knudstorp, Jørgen Vig, 24–26 Kodkani, Nachiket, 191–192 KPIs (Key Performance Indicators), 86 Kudea, 258 Kulis, Rob, 119–121 Kuznets curve, 270

“jailbreak communities” (Apple iOS), 48 Japan: Nestlé, 100–101; Nichido Fire Insurance, 129; Tokio Marine, 129–130; Wacoal Corp., 112–116 Jarvis, Jeff, 103–105 J&J (Johnson & Johnson), 43 Johnson & Johnson (J&J), 43 joint interests, expanding, 223, 235–236 jointly building co-creative capacities of ecosystems, 223, 244–247 joint ventures, 129–134 Jump, 141

Lafuente, José Luis, 255 La Poste Retail (French Postal Service), 66–71 Latin America, 84–85, 122 leaders: leadership validation (RTMVP), 130; questions for, 220–221, 281–282; senior management leadership role, 24, 142–143, 203, 286–287 lean thinking principles, 65 “learning disabilities,” 168 “learning loops,” 156 LEGO, 24–26, 295n41 Levatich, Matthew, 140 life insurance, 195–203 LifeScan Glucose Monitor System (J&J), 43 Li & Fung, 165–166 Lincoln, Abraham, 289 linkability, 88–89 Live Community website (TurboTax), 210 Living PlanIT, 266 LKS Consultancy, 258 Lloyds TSB, 228 Local Motors, 17–21 Loma Negra (Camargo Corrêa), 126–128 London City Airport, 266 Lula da Silva, Luiz Inácio, 212 lumber supply chain (ITC), 97

Kar, Pratip, 259 Karun, S., 275

Macbooks, iMacs, 47 machine tool manufacturing, 256–257

i n de x Magneti Marelli, 139 Mahindra, Anand, 193 Mahindra & Mahindra Ltd, 189–194 mailing list software (Nokia), 103 management, 15; accommodating managerial heterogeneity, 168–169; and capacity for agility, 168–169; capacity for managerial action, 166; co-creation experiences of, 66–73, 166–170, 178, 226; consistency and flexibility of actions, 170; democratization and decentralization, 99; experiencing business as stakeholders, 167–168; finding and nurturing managers, 177–181; and managerial capitalism, 248; manifestations of co-creation thinking, 28; questions for, 281–282; role of senior managers, 203–210; senior management leadership role, 286–287; talent and project management, 134–137 Mandela, Nelson, 239 “mandis,” 90–91 MAPA (Ministerio de Agricultura e Pecuaria), 212–213 Martin, Jayme, 8 MDG (Millennium Development Goals), 219, 269 medical care. See health and health care Medtronic Inc., 149–152 Menchaca, Lionel, 104 meritocracy over hierarchy, 177 meshwork, defined, 294n12 micro-billing, 158 Millennium Development Goals (MDG), 219, 269 Milligan, 266 Mindstorms, 295n40 “minicompanies,” 257 Ministerio de Agricultura e Pecuaria (MAPA), 212–213 “Mirror, Mirror” (HCL), 207

327

Misra, Santrupt, 135 Mission Sunehra Kal (ITC), 97 mobile banking services, 217 mobile sensing, 265 mobile Web, 147 mobility and flow issues, 266–267 Model T assembly (Ford), 182 Mondragon Corporation, 252–258 Monsallier, Fabien, 66–67 Monster.com, 110 Mozilla, 79 MSI (MyStarbucksIdea), 61–64, 85, 87 “multilocalization,” 256 multiplicities of potential capacities, 84 Mundo SENAI, 125 music sales (Apple), 43–44, 45 “mutuality of help,” 255 MyChart, 154 MyStarbucksIdea (MSI), 61–64, 85, 87 National Confederation of Industry (NCI), 233 National Program of Access to Technical Education and Employment (PRONATEC), 126 Nayar, Vineet, 207–209 NCI (National Confederation of Industry), 233 Nestlé in Japan, 100–101 Netherlands, 129–130 New Mexico, 157 “next practices,” 168, 215 nexus of differences, 39 nexus of ecosystems of capabilities, 223 NFL football, 147 NGOs (nongovernmental organizations), 271–273; ABB and, 275; ITC and, 90, 236; NCI and, 233– 234; Oxfam, 270–271; SEBI and, 261; Starbucks and, 86

328

i n de x

Nichido Fire Insurance, 129 Nigeria, 239 Nike: addressing child labor allegations, 13; Ashoka partnership with, 13, 236–239; NikeFuel, 5, 47; NikeID platform, 8–9; Nike+Move app, 47; NikePlus platform, 3–8; NikeSKU platform, 12–14; Nike Sportband, 3; RunReporter platform, 4–5; wear-testing platform, 9–12 Nokia India, 101–103 Nunhems, 95 nurses, 152–153, 156 OASIS, 210–213 Oh Se-hoon, 210 OICs (outpatient imaging centers), 119–121 Olander, Stefan, 8 online customer communities: GE Healthcare business planning assistance, 120–121; SAP Development Network (SDN), 111–112; SENAI Students in the Shop Window, 123–124; Sunsilk, 109–111; Wacoal subforum on Cafeglobe, 113–115 OnStar (General Motors), 51–54, 56 Open Data Initiative (World Bank), 269 Open Innovation Strategy and Policy Group (European Union), 266 open-source hardware, 147 open-source software, 136, 147, 266 “operational closure,” 185, 299n144 opportunities, shifting views of, 23 Opportunity Finance Network (Starbucks), 58–59 “opportunity zone,” 178 Orange (France Telecom), 72–73 organic alignment, 194, 203 organization: agility, 168–169; architecture, 145, 264, 282; derivation

of word, 181; design, 181–182; environments, 184–185; forms, 183–184; silos, 194–203; values and beliefs, 178–179 Ouchi wear, 113–115 outcome variability, 161 outpatient imaging centers (OICs), 119–121 ownership, locus of, 251 Oxfam, 270–273 pacemaker as information/interaction platform, 149–151 Palmisano, Samuel J., 264 Pamplona cancha (CAN), 229 paper production and environmental stewardship (ITC), 97 paraffin cookers/heaters (Ulgor), 254 parental watch list on children’s banking, 217 Parker, Mark, 13–14 Park Won-soon, 212 Partner Café (Starbucks), 65 Patient Management Division (Medtronic), 149 patients as active stakeholders, 147, 151–154, 204–206 PatientsLikeMe, 147 Performance Methods Inc. (Andersen), 117–118 peroxide problem (Buckman), 75 Perry, Katy, 44 Personal Health Record (PHR), 154 personalized billing, 159 personal training (Apple), 36 persons, in engagement platform, 34, 35–36 pervasive infrastructure capabilities, 151, 153 Peterbilt, 20 pharmaceutical industry, 160–161 Philips, 266 PHOTOiD (Nike), 8–9 PHR (Personal Health Record), 154

i n de x pitch-control example (K’Netix), 74– 75 PlaNet Finance, 112 PlanIT UrbanOS, 266 Plant Quality (Mahindra), 190 platform-building and innovation, 47 platforms of engagements, 14. See also engagement platforms Polanczyk, João, 203–204, 206 “Pools, Webs, and Hubs” (Harley/ Jump), 141 Porsche, 139 POS (Positive Organizational Scholarship), 186 postal business, 66–71 poverty, addressing, 90, 244, 269– 272 Pradhan, Sanjay, 269 Predica (Crédit Agricole), 195–196, 199–202 prescription drugs, 160–161 private-public-social sector co-creation, 258; development, 267–273; governance, 259–263; infrastructure, 264–267; sustainability, 273– 277 processes, in engagement platform, 34, 36–37 product design platforms, 9, 18 production platform, use of common, 135–136 product-service offering platforms, 18 product testing, 10–12 professional education, 122–126 profit pooling, 255 Project ECHO, 156–157 PRONATEC (National Program of Access to Technical Education and Employment), 126 “property relations,” 224 property rights, 250, 259, 295n37 protocols and disciplines, 180–181

329

public service innovation collaboration, 122–126 pulpwood (ITC), 97 Qualcomm, 172 quality management, 161 radio frequency identification (RFID) tags, 146, 162–163 radio stations, personalized, 47 Rajasthan, India, 274–276 Rangaswami, J. P., 155 rapid reconfiguration of resources, 163–166 Rapoport, Jacques, 67, 70–71 Real Tokio Marine Vida e Previdência (RTMVP), 129–133 Red Hat Society, 141 reflexivity (in DART), 56 regulatory architecture, 260–261 reinsurance, 270–273 relationship management, 100–106 RelayRides (General Motors), 54 “relocalizing,” 65 RemoteLink (OnStar), 54 remote-monitoring health devices, 149 resources, shifting views of, 23 “Responsible Banking” as customer right, 227 return on investment (ROI), 137–138 RFID (radio frequency identification) tags, 146, 162–163 Ride internal management system (Harley-Davidson), 139 Riff, Kenneth, 149 Rio Grande do Sul, Brazil, 233–235 risk-return management, 137–141 Rodrigues, Roberto, 212 ROI (return on investment), 137–138 Roscoe, Adam, 276 RTMVP (Real Tokio Marine Vida e Previdência), 129–133 rubber (Brazil), 213

330

i n de x

Rubinfeld, Arthur, 86 running experience platform (NikeID), 3–8 rural capacity-building and empowerment (ITC), 97–98 Rwanda, 84–85, 236 Ryder, 174–176 Saagar, 92–94 salaries, 253–254 Salesforce.com, 162 sales training platforms, 12–13 samyojaks, 91, 93 sanchalaks, 90–91, 93, 245 Sankalp, 218–219 Santos, Zilea, 129, 133 SAP Developer Network (SDN), 111–112 Satyam accounting scandal (India), 263 scalable workforce, 136 Schiller, Phil, 47 Schlupp, Hildegarde, 124–125 Schmitt, Genevieve, 140 Schneider Electric, 116–118 Schultz, Howard, 62–63 SDK system (Apple), 42 SDN (SAP Developer Network), 111–112 SEBI (Securities and Exchange Board of India), 259–262 Second Life (IBM, Schneider Electric), 116–118, 136 sectorial chambers, 213, 300n159 Securities and Exchange Board of India (SEBI), 259–262 self-management, 135, 256–257 “self-organization” of employees, 68 Sen, Amartya, 249, 267 SENAI (SErviço Nacional de Aprendizagem Industrial), 122–126 sensitivity to difference, 88 Seoul, South Korea, 210–212

Sequeira, Allen, 190 SErviço Nacional de Aprendizagem Industrial (SENAI), 122–126 Sesma, Miguel, 232 SETLabs, 214, 216–217 sewing machines, 106–109 shampoo, 109–111 shared contextual meaning between customers/managers, 138–139 shared infrastructure for dialogue, 175–176 Shared Planet platform (Starbucks), 85–86 shareholder capitalism, 248 Sharma, Sanjeev, 101 Shibulal, S. D., 218 Shivakumar (Shiv), 102 SHS (Smart Health Services), Mondragon, 257–258 silos, organizational, 194–203 simulated projects for training, 136 SITA, 266 SITC, 266 Six Sigma practices, 102, 161, 194, 280 Small Farmer Support Initiative (Starbucks), 85 smart assemblage systems, 148–153 Smarter Cities, 264 Smarter Planet (IBM), 264 Smart Health Services (SHS), Mondragon, 257–258 smart objects, 146 smartphones, 146, 159–160 smart sensors (NikePlus), 3–4 Smart Services Desk (HCL), 208 Smith, Adam, 246 social architectures, 78, 145, 162, 177–181 social change platforms, 13 social legitimacy, 97, 274, 282, 289 social media, 63, 105–106, 107, 155, 162

i n de x social progress and bottom line, 97 social sector, defined, 293–294n10 societies. See economies and societies solar photovoltaic (SPV) panels, 275–276 Soraluce, 256–257 Sorrell, Martin, 218 Spain: CAN (Caja Navarra), 225– 232; Mondragon Corporation, 252–258; Zara, 164–165 Spanish Civil War, 254 “splash sticks” (Starbucks), 62 sport, power of, 239 sports as events, 147–148 Springboard, 266 SPV (solar photovoltaic) panels, 275–276 stakeholding individuals, 3, 14, 23, 29; demand and supply sides of, 152; existing equally but not equally existing, 248–249; identifying, 190–191, 220; inclusivity toward, 88; as resource owners, 250 standardization, pros and cons of, 179–180 Starbucks, 56–65, 84–85; Farmer Support Initiative, 85; Idea Partners, 63; Shared Planet platform, 85–86; Small Farmer Support Initiative, 85; V2V, 86 Stark, Sandra, 63–64 State Bank of India, 193 Steinmann, Isabelle, 195–203 strategic account management (Schneider Electric), 116–117 strategic architecture of co-creation platforms, 45–48, 46 strategic capital, ongoing generation of, 12, 171, 222 strategist, role of, 15 strategy and co-creation thinking, 21–27 strategy management, 128–134

331

strategy maps (RTMVP), 132 Students in the Shop Window, 123–124 Sudan, 239 Sullivan, Michael, 117–118 Sunsilk: Co-Creations, 111; Gang of Girls (GoG), 109–110 “super-users” as resource, 107 suppliers, meetings with as opportunities, 192 supply chain platforms, 18 sustainability issues in co-creation, 273–277 Sustainable Connected Cities, 265 Swiss Re, 270–273 Switzerland, 270–276 Symnetics, 122, 234 tacit nature of knowledge, 75–76, 79, 207 tailor-made training, 130–131 Takashimaya, 114 talent and project management, 134–137 Tap Tap Revenge application, 43 Tapulous, 44 TaxAlmanac, 210 tax preparation information, 210 “team multipliers,” 156 TechStars, 8 telemedicine, collaborative, 157 Ten Million Imaginations OASIS, 210–213 Terradas, Pablo, 127 Tétu, Julien, 67–68, 71–72 thematic chambers, 213, 300n159 “thematic community areas” (Uma Idéia Puxa a Outra), 131–132 Thomson, Katie, 62 thought (mind), 185 3D “wiki texture” tool, 118 tips for organizational strategy cocreation, 133

332

i n de x

Toffler, Alvin, 73 Tokio Marine, 129–130 Towers Perrin, 134 transaction environment, 57 transformational change, cocreating, 187–188 transformation path, 286 transformativity of engagement design, 40–41 transparency (in DART), 55–56 “transparency flyers” (RTMVP), 131–132 transportation costs and workshop location, 164–165 transportation industry, 172–177 Treinamento Sob-Medida, 130–131 Trinity College Dublin, 265 triple bottom line, 97 triple helix economic development model, 212, 300n158 trucking and logistics industry, 20, 172–177 TSB (Technology Strategy Board), 266 TurboTax (Intuit), 210 24/7 Customer, 134–135 Twitter, 63, 105–106, 162 U&I (“You the Employee and I the CEO”), 207–208 UIDAI (Unique Identification Authority of India), 240–246 Ulgor/Fagor Appliances, 254, 257 Uma Idéia Puxa a Outra (RTMVP), 131 Unique Identification Authority of India (UIDAI), 240–246 United Nations, 218–219 upstream co-creation, 45, 93, 288 urban infrastructure, 264–266 urban overcrowding, reducing, 276 “user contribution experiments,” 209 “user think,” 44

V2V (Starbucks), 86 value: humanization of, 223–232, 250; value zone (HCL), 207–209; views of value creation, 23 “Viálogos” platform (CAN), 228 videoconferencing alternatives, 116–118 virtual: defined, 294n13; sources of value, 27; and “virtualizing” capacities, 95; “virtual office visits,” 149 VolCan, 230 volunteerism, 86–87 Wacoal Corp., 112–116 Wandell, Keith, 141 Washington (state), 157 water use (ITC), 98 wealth, welfare, and wellbeing, 223; as basis of joint creation, 249 Wealth of Nations, The (Smith), 246 wear-testing platform (Nike), 9–12 weather data, providing, 52, 90–91, 163, 265, 271 Web 1.0 to 2.0, 154 Web-based platforms for employee co-creation, 70, 72 WebEx, 155 webinar alternatives, 116–118 Weight Watchers, 141 Well Grow (ITC), 95–96 wikis, 155, 210 win more–win more strategies, 6, 15, 40, 142, 236, 282, 289 WomenRidersNow.com, 140 World Bank, 268–269 World Development Initiative (IBM), 136 World Wide Developers Conference (Apple), 42

i n de x WPP, 217–218 Wyatt, Watson, 134

“You the Employee and I the CEO” (U&I), 207–208 YouTube (Google), 63, 135

X1 sewing machine, 107–108 Yolton, Mark, 112 “You Choose: You Decide” initiative (CAN), 226–227 “Young Sparks” (HCL), 207

333

Zara, 164–165 Zemmour, Marc, 66–67 zero latency, 179 Ziemer, James, 138, 140 “zone of value” (HCL), 207–209