Come October, Springer will launch my new book, Collaboration and Co-Creation: New Platforms for Marketing and Innovation. In this blog post, I’d like to briefly introduce the book – what motivated it, its structure, and essence. I’d also like to take this opportunity to recognize and celebrate my collaborators.
It’s a rare day when some media personality or academic guru doesn’t proclaim – this is not your father/grandfather’s economy! It isn’t. The reason it isn’t is because the ethos (defining characteristics) of today’s world is different. Several C’s and a T; connectivity, creativity, collaboration, community, and technology, especially the Internet, best capture the ethos of the world we live, play, and work in. At the center of this maelstrom lies a new and empowered customer that best exemplifies this ethos in motion.
Companies today are dealing with a new type of customer; one that is more educated, better connected, and infinitely more creative and resourceful than at any time in the past. Today’s customers expect to be heard; they are unwilling to be mere consumers, passive and invisible at the end of a long value chain – instead they want to be collaborators and co-producers of the products and services they consume. They don’t want to merely watch TV reports on Haiti’s earthquake, they also want to report on it and use their social media skills to mobilize aid. They don’t want to merely watch the Super Bowl game, they also want to win Frito Lay’s “Crash the Super Bowl Ad Contest” by creating ads for Doritos. They don’t want to merely moan and groan about Dell’s lousy customer service – been there, done that – they also want to shape Dell’s customer service and product innovation priorities by participating in its IdeaStorm community.
Consequently, customer collaboration and co-creation is a hot item on the strategic agenda of most companies. They have been fired up by books like Wikinomics, Here Comes Everybody, Crowdsourcing, We-Think, etc., that applaud and celebrate the rise of the empowered customer. They hear pundits urging them to rethink the way in which traditional firm-centric activities like marketing and innovation should be implemented to win the empowered customer’s business.
But for most companies the key question is how? There is little out there to help them migrate from applause to implementation. What does a company do after it gets all excited and motivated about collaborating with customers? How does it engage them in re-shaping its marketing and innovation efforts? A few market leaders, like Unilever, IBM, Hallmark, and Audi have figured it out. But the majority of companies are still huddled at the starting line debating how best to implement collaborative innovation programs.
About the Book
Collaboration and Co-Creation helps bridge this gap. Using a simple and easy-to-understand framework, Listen-Engage-Respond, and numerous case studies from around the world, the book helps readers shake hands with a core set of thinking and action tools for implementing collaborative innovation programs in their own companies. It nudges readers to view collaborative innovation as a business process that can be systematically designed and implemented, not as some spontaneous, self-organizing outburst of periodic customer benevolence. The book was written with a show, don’t tell mindset. Hence the emphasis on sharing, discussing, and guiding using a variety of business and non-business cases, examples, and stories, so as to make the content eminently readable and interesting.
Collaboration and Co-creation is a compact eight-chapter book.
- Chapters 1 and 2 set the stage. Using case studies like the creation of the Oxford English Dictionary, birth of mountain biking, open source software, and Hallmark, chapter 1 discusses the evolution and dissemination of collaborative innovation in contemporary businesses. Chapter 2 presents the Listen-Engage-Respond framework and illustrates it with case studies involving the Phoenix Suns and Unilever’s Marmite.
- Chapters 3 through 6 provide an elaboration of the Listen-Engage-Respond framework. They discuss each of the legs of the framework, once again liberally supported with a large number of short (a few paragraphs) and regular (a few pages) case studies. A few examples being – Barak Obama’s election campaign, International Flavors and Fragrances, Nike, Audi, Blizzard Entertainment, Nokia, P&G, Frito Lay, NASA, Ellen Degeneres, and the Susan G. Komen Race for the Cure.
- Chapters 7 and 8 aim to end the book on an emotional high. Chapter 7 discusses the implications of becoming more open and collaborative on traditional firm-centric activities like marketing and innovation. Supporting examples and case studies drawing on the experience of Unilever, Crayola, IBM, Sun, and Ubuntu are provided to help support the discussion. Chapter 8 takes the reader on an eclectic journey beyond the business world. Using examples ranging from the country of Denmark, to a clinic of innovation in Norway, to IBM’s innovation jams, the chapter discusses how the Listen-Engage-Respond framework is just as effective and relevant in co-creating value in the fields of education, healthcare, economic growth, and global welfare, as in co-creating advertising based on UGC (user-generated content).
The book’s Foreword is by Mr. Paul Polman, CEO of Unilever. Leading business executives and thought leaders from the academic and consulting worlds, like Vijay Govindrajan, Nicolas Mirzayantz, Jacob Buur, Vince Barabba, John Hagel III, and Steve Howe, who had a chance to review the content before it went to print, have provided their insights and frank assessment of the book’s framework and ability to foster customer-centric transformation. We hope you will find it just as useful in leading customer-centric transformations in your own companies.
Writing a book is seldom a solo endeavor; it is always a team event. Collaboration and Co-creation is no exception. I would like to acknowledge and celebrate Deanna Lawrence and Gabriela Head’s valuable contributions to researching the myriads of cases and examples that breathe life into the book’s content and their participation in triggering and writing various chapter drafts.
This collaboration has a very compelling underlying story that deserves to be shared. Deanna lives in Michigan, Gabriela in Arizona, and I in Virginia. I have known and worked with Deanna for several years, so working remotely with her was not a big deal. But till today, one book and hundreds of calls later, I have yet to meet Gabriela. And barring a two-hour meeting over a cup of coffee while in Arizona to attend a wedding, well after approximately 70% of the book was written, neither does Deanna have any previous history of working with Gabriela. Needless to add, we are working hard to synchronize intent and calendars so we can all be in one place and toast the launch of the book in October.
As the famous line in the classic short story – Face on the Wall – states, truth is not only stranger than fiction, but also greatly more interesting. Yes, it is true, honest and productive work relationships can flourish, despite time and distance barriers. They merely need a steady and constant infusion of trust and commitment. Make no mistake, though, it is difficult, but infinitely rewarding. I was not surprised at all therefore to learn that the latest “Richard Beckhard Memorial Prize” for the best article published in 2008-2009 was awarded by the editors of Sloan Management Review to the article – How to Manage Virtual Teams. Folks, if anyone is looking to do more research on this subject and needs first hand experiential data, please talk to us. We will be happy to tell all!
In the coming weeks, I intend to feature interviews with companies and individuals who shared their stories with us and also provide more details on selected aspects of the book. Stay tuned!