Co Creation Leadership

The COVID-19 global pandemic has revealed the fragility of humanity. It is because of uncertainty and ambiguity that leaders must adapt and rise to the challenge. Co-creation leadership is a superpower that leaders need in order to help their organizations thrive. In this book, Dr. Terry Jackson, a renowned expert in executive coaching and organizational change, discusses co-creation leadership and how all leaders can use it to achieve organizational success. He also introduces the co-creation leadership's RECIPE model: (R) Revolutionary Results. Co-creation leadership can produce revolutionary results because co-creation itself is a revolution. Leaders need to ensure that their co-creation isn't merely lip service; otherwise, real transformation can't take place. (E) Execution. Leaders should execute the plans and initiatives to help the organization produce better solutions for their customers. Just imagine what humans could do if they never heard the words "failure" and "limitation." (C) Culture. The culture set by co-creation leadership is all about the "why." By having a North Star in the organization, co-creation leadership can help create a healthy culture with fully engaged employees, improved performance, and increased productivity. (I) Intention. Co-creation leadership is intentional leadership. Leaders should intentionally develop those in the organization to their fullest potential and encourage collaboration. (P) Purpose. Purpose is a key part of co-creation leadership as it motivates everyone in the organization to grow and succeed. Co-creation leadership helps people live their purpose, resulting in increased motivation to succeed. (E) Evolution. A thriving organization is a constantly evolving organization. Co-creation leadership pushes everyone in the organization to grow, explore new possibilities, and embrace transformation in order to succeed. All six components in co-creation leadership-revolutionary results, execution, culture, intention, purpose, and evolution-are equally important in building a co-creative organization. Take one element away, and the RECIPE of co-creation leadership is incomplete. Leaders with underperforming teams can recognize and apply the components in co-creation to succeed. Successful co-creation paves the way for healthier and happier humans and contributes to flourishing and thriving organizations.

Across several industries, we are observing a paradigm shift from traditional, firm-centric and top-down value creation to more open and collaborative approaches, also referred to as bottom-up economics. The boundaries of firms dissolve and external actors (customers, user, suppliers etc.) enter the domain of value creation by means of advanced information and communication technologies. These new and evolving patterns require a renewed and interdisciplinary understanding of how co-creation enables organizations to reshape business and society. With contributions from industrial and academic experts, this book provides deep insights into the theory and practice of bottom-up economics, and addresses the major opportunities and challenges that have emerged in the era of co-creation. A must read for decision-makers looking to innovate their companies' business models—from ideation to marketing. Dr.-Ing. Michaela Colla, K-GXI Leader – Industry 4.0 at Volkswagen Simply put, co-creation is the future of work. With technology morphing the way we work and young people wanting to tackle problems that matter, co-creation is the sandbox where the world can come together to solve big challenges. Plus, co-creation rapidly delivers products with built-in market fit. Megan Brewster, Vice President of Advanced Manufacturing at Launch Forth Successful leaders will co-create the future. This book is an excellent starting point.Jürgen Bilo, Managing Director co-pace GmbH, The Startup Organisation of Continental AG

Apple embraced co-creation to enhance the speed and scope of its innovation, generat­ing over $1 billion for its App-Store partner-developers in two years, even as it overtook Microsoft in market value. Starbucks launched its online platform MyStarbucksIdea.com to tap into ideas from customers and turbocharged a turnaround. Unilever turned to co-creation for redesigning prod­uct lines such as Sunsilk shampoo and revitalized growth. Nike achieved remarkable success with its Nike+ co-creation initiative, which enables a com­munity of over a million runners to interact with one another and the company, increasing its market share by 10 percent in the first year. Co-creation involves redefining the way organizations engage individuals—customers, employees, suppliers, partners, and other stake­holders—bringing them into the process of value creation and engaging them in enriched experi­ences, in order to —formulate new breakthrough strategies —design compelling new products and services —transform management processes —lower risks and costs —increase market share, loyalty, and returns In this pathbreaking book, Venkat Ramaswamy (who coined the term co-creation with C. K. Prahalad) and Francis Gouillart, pioneers in working with com­panies to develop co-creation practices, show how every organization—from large corporation to small firm, and government agency to not-for-profit—can achieve “win more–win more” results with these methods. Based on extraordinary research and the authors’ hands-on experiences with successful projects in co-creation at dozens of the world’s most exciting organizations, The Power of Co-Creation illustrates with detailed examples from leading firms such as those above, as well as from Cisco, GlaxoSmithKline, Ama­zon, Jabil, Predica, Wacoal, Caja Navarra, and many others, how enterprises have used a wide range of “engagement platforms”—and how they have even restructured internal management processes—in order to harness the power of co-creation. As the authors’ wealth of examples make vividly clear, enterprises can no longer afford to view custom­ers and other stakeholders as passive recipients of their products and services but must learn to engage them in defining and delivering enhanced value. Co-creation goes beyond the conventional “process view” of qual­ity, re-engineering, and lean thinking, and is the essential new mind-set and practice for boosting sus­tainable growth, productivity, and profits in the future.

A Multidimensional Approach to Leadership Top-down, one-dimensional leadership models are hopelessly outmoded in today's rapidly changing world, and they waste the leadership ability that is present throughout an organization. In this visionary book, Karen and Henry Kimsey-House provide a model that harnesses the possibility of many rather than relying on the power of one. Their revolutionary five-dimensional approach recognizes that leadership has to be fluid and flexible and that the roles leaders and followers play must shift to suit the situation. Co-Active Leadership invites all of us to share our expertise and allows collaborative solutions to emerge that would never have been possible otherwise.

Co-creation, a strategy inspired by product and service design, would stimulate public innovation, improve governance and reinvigorate our democracy.

In this visionary book, C. K. Prahalad and Venkat Ramaswamy explore why, despite unbounded opportunities for innovation, companies still can't satisfy customers and sustain profitable growth. The explanation for this apparent paradox lies in recognizing the structural changes brought about by the convergence of industries and technologies; ubiquitous connectivity and globalization; and, as a consequence, the evolving role of the consumer from passive recipient to active co-creator of value. Managers need a new framework for value creation. Increasingly, individual customers interact with a network of firms and consumer communities to co-create value. No longer can firms autonomously create value. Neither is value embedded in products and services per se. Products are but an artifact around which compelling individual experiences are created. As a result, the focus of innovation will shift from products and services to experience environments that individuals can interact with to co-construct their own experiences. These personalized co-creation experiences are the source of unique value for consumers and companies alike. In this emerging opportunity space, companies must build new strategic capital—a new theory on how to compete. This book presents a detailed view of the new functional, organizational, infrastructure, and governance capabilities that will be required for competing on experiences and co-creating unique value.

Co-creation is a major trend in management, yet no one seems to truly know what it is. With numerous examples and a Q&A section, this book explains exactly what co-creation is and how it differs from other forms of collaboration. To do so, it covers three main topics: innovation, trust and commitment. With regard to the first, co-creation creates a sense of psychological security by treating all participants as equals, the most important prerequisite for finding innovative solutions. In terms of trust, co-creation builds on individual strengths. People who believe in each other’s abilities trust each other. Lastly, co-creation allows people to arrive at win-win solutions, which is the foundation for taking personal ownership. The book is intended for executives, HR and organizational managers, and those responsible for corporate transformation who want to implement co-creation in a very concrete way, as well as anyone interested in co-creation in general.