Social-Economy: Collaboration and Co-Creation as Essential  Components in Developing New Business Models

1. Social-Economy: Collaboration and Co-
Creation as Essential Components in
Developing New Business Models
Celje,
Slovenja
May
8th
2014

2. 2
Strategy
Design
and
Change
Management
Services
Innova9on
Coaching
Social
Media
Project
Management
Design
Business
Models
Management
2^
Paola
Design
Thinking
Service
Design
Customer
Experience
Innova9on
Introduction
WHO
WE
ARE
&
WHAT
WE
DO
Paola
Kristina
US

3. GOALS
• Crea3ng
new
/update
exis3ng
business
models
for
today’s
global
market.
• Share
background,
benefits,
examples
collabora3ve
and
co-­‐crea3on
approach
for
business
today.
3
Introduction

4. • CURRENT
CONTEXT
–
EXISTING
CHALLENGES
–
OUTDATED
BUSINESS
MODELS
• CONTEXT
TRANSFORMATION
– COLLABORATION
AND
CO-­‐CREATION
– BENEFITS
OF
COLLABORATIVE
APPROACH
– THE
SOCIAL
ECONOMY
– EVIDENCE
AND
EXAMPLES
– HOW
YOU
APPLY
TO
YOUR
BUSINESS
• CASE
STUDY
• SUMMARY
&
BRAINSTORMING
Introduction
AGENDA

5. Current Context - Transition
TRANSITIONING
TOWARDS
THE
SOCIAL
ECONOMY

6. Current Context - Transition
• Global
compe33on
and
market
• Rapidly
changing
condi3ons
• Exponen3al
“word
of
mouth”
knowledge
sharing
power
• High
project
failure
rates
CHALLENGES
&
OPPORTUNITIES
If
opportunity
doesn't
knock,
build
a
door.
-­‐Milton
Berle

7.
45% over budget 7% over time
deliver 56% less value for large IT projects
76% of all new product launches fail to
meet their revenue target
37% to 58% startup failure
(avg. more than ½ fail)
Current Context - Transition
FAILURE
RATES
Mckinsey June 2012 5400 Large IT Projects ($15m)
Prodcuct Development and Management Association
Statisticbrain

8. Current Context
Current Context - Transition
CURRENT
MODELS
ARE
CHANGING
CROWD
FUNDING
CROWD
SOURCING
BIT
COINS
CO-­‐USE
DISRUPTIVE
INNOVATION
BARTER
SELF-­‐SUFFICIENCY
Emerging
Models
Resources
Sharing
Rapid
evolu3on
in
customers’
expecta3ons
and
increased
compe33on
requires
different
ways
to:
• Start-­‐up
companies
and
projects
• Fundraising
and
financing
• Reduce
3me
to
market
The
tradi3onal
models
increase
the
Time
to
Market,
losing
innova3on
opportuni3es
in:
• Discovering
new
uses/applica3ons
• Finding
new
markets/customers
• Building
new
ventures

9. Current Context - Transition
• Emerging
models
are
based
on
sharing
informa3on,
contents
or
solu3ons
directly
through
social
media.
• Knowledge
can
evolve
through
collabora3on
and
co-­‐crea3on.
HOW
WE
ARE
SPREADING
EMERGING
MODELS

10. • Social
networks
brings
out
following
skills:
– Long
term
view
of
business
evolu3on
– Social
Percep9on:
thoughts,
behaviors
and
ac3ons
can
contribute
to
make
a
no3cable
changes
for
all
– Empathy:
People
see
themselves
as
a
part
of
solu3ons
and
spread
this
behavior
to
everyone
HOW
COLLABORATION
AND
COCREATION
CAN
EVOLVE
New Context

11. • Economy
is
not
a
self-­‐contained
system,
but
is
embedded
in
society
and
environment.
• Social
Economy
is
an
enlarged
paradigm
that
provides
new
frameworks
and
KPIs
to
manage
our
business.
New Context
THE
SOCIAL
ECONOMY
hep://sase.org/about-­‐sase/about-­‐sase_fr_41.html

12. • Working
together
to
achieve
a
common
result
• Encouraging
synergies
to
orchestrate
outcome
• New
insights
fed
from
mul3ple
perspec3ves
for
successful
solu3ons
• Expanding
your
circle
of
co-­‐creators
• Good
possible
from
all,
regardless
of
role
NEW DIRECTION
New Direction
HOW
TO
ENLARGE
CURRENT
MODELS
Current Context - TransitionNew Context

13. 2.
Bring
in
new
perspec9ves
to
see
old
problems
in
new
ways.
Collaborate
with
others,
work
with
outside
consultants
and
change
agents
to
help
guide
you
through
the
process
and
gain
new
insights.
New Context
NEW
VALUE
CREATION:
HOW
CAN
YOU
DO
IT?
1.
Apply
human
centered
design
process
with
the
aid
of
a
change
agent
to
put
the
customer
at
the
heart
of
your
decision
making
and
strategy.
How
do
your
decisions
ul3mately
effect
your
client?
Look
for
where
might
you
be
crea3ng
an
obstacle
or
difficulty
for
your
client.
3.
Examine
and
expand
your
offline
and
online
environment.
Does
it
support
easy
exchange
of
informa3on
and
idea
cross
fer3liza3on.
Does
it
support
ideas
evolving
through
contact
and
interac3on
or
are
people
separate
in
departments
and
silos?

14. 4.
Apply
social
and
economic
Sustainability.
Use
background,
involve
people
and
innovate
more
effec3vely
and
rapidly.
New Context
5.
Extend
Collabora9on.
Support
social
network
development
inside
and
outside
the
enterprise.
Archive,
share
and
increase
your
cultural
heritage.
NEW
VALUE
CREATION:
HOW
CAN
YOU
DO
IT?

15. MINDJET
&
DROPBOX
Mixes
exis3ng
solu3ons,
increases
business
profit.
From
compe33on
to
co-­‐working.
Case Study
KICKSTARTER
Contents
sharing
promotes
crowdfunding
Innova3ve
and
imagina3ve
projects
can
start-­‐up
through
the
direct
support
of
internet
users.
CONNECTIVITY
AND
COLLABORATION

16. 16
Case StudyCase Study
BANKS
of
TIME
New
way
to
create
value
European
Union
employee
benefits
Opera3onal
and
marke3ng
challenges
discovered
through
Collabora9ve
Workshops
Co-­‐Crea9on
of
ac3on
Plan
and
strategy

17. 17
Case StudyCase Study
CONNEXIA
(2007-­‐2009)
Merging
of
two
companies
in
to
a
New
Co.
Corporate
Educa9on
Programme
Management
Coaching
Interview
with
Graziella
Falaguasta

18. TOP
DOWN
PAST
PERFORMANCE
CHANGE
AVERSE/STATUS
QUO
SEPARATE/SILOS
SHORT
TERM
PERSPECTIVE
PROCESS
FOCUS
PRODUCT
FOCUSED
EVOLUTION
TOWARDS
THE
SOCIAL
ECONOMY
Summary
MULTIPLE
INPUTS
FORWARD
LOOKING
TRY
SOMETHING
NEW
COLLABORATIVE
LONG
TERM
VIEW
CUSTOMER
FOCUS
EXPERIENCE
FOCUSED

19. Brainstorming
What kind of
obstacles did
I find in
collaboration?
Where did I
get good
results using
collaboration?How did I
support
collaboration
in my
business?
1
2
3
Collabora9on
&
Co-­‐Crea9on
Assessment
Please
write
on
s:kies
notes
your
own
experience
about
obstacles,
supports
and
results
in
applying
collabora:on
and
co-­‐crea:on.

20. Brainstorming
Ques9on
&
Answers
• traditional (non-innovative) thinking
• absence of knowledge sharing
• lack of trust
• the boss should be a friend and not a competitor
• insisting on somebody's statement - not giving up - stubbornness
fighting for his right
• misunderstanding the issue - the subject
• different views between sales and production personel
• people are different
• different level of motivation
• input and output of collaboration are often badly defined
• ownership of ideas
• no obstacles when cooperation is at work
• organizational structure
• I have no problems with collaboration, I do that for years
• motivate people to cooperate

21. Brainstorming
Ques9on
&
Answers
• as CEO I have to be "Primus inter pares"
• I listen to my colleagues, to their ideas
• we often pay for collaboration an extra fee to motivate other party
• sharing experiences with team workers
• listening to all sides
• helping people from different departments to understand each other
• motivating people to see problems from the customer point of view
• with my knowledge and my ideas
• making organizational changes
• implementing a lot of Groupware (Content sharing software)
• making social networks
• listening
• we encourage peer to peer relations
• organizing meeting
• we have an organization "network like"
• we have good team works in our company
• I give my colleagues a chance to explain their suggestions - they are
free to express their thoughts

22. Brainstorming
Ques9on
&
Answers
• in my Institute: sharing knowledge, innovation and friendship
• in a good group of students and workers
• in listening the ideas of employes
• when I put myself in other's shoes
• when I help to create connection
• in health preventive
• in good products and good solutions
• when I break the walls between marketing, design and
manufacturing
• mostly in Information Technology
• when I smooth flows of R&D
• when I have trained a project manager
• when I can listen
• when I communicate
• when I got involved as an expert who managed the process and
when people get motivated
• when we got the common understanding of a problem and we
solve it as a team

23. Brainstorming
Collabora9on
&
Co-­‐Crea9on
Assessment
Obstacles
Supports
Solu9ons
Compe99on
Conflicts
Distrust
networking
innova9on
organiza9on
coaching
social
media
empathy
differences
Leadership
sharing
listening
teamwork
mo9va9on

24. @paoladvg
@kris3natool
www.kris3natool.com
info@kris3natool.com
Thank you for your attention
www.solotablet.it/blog/disrup3ve-­‐projects
pdevecchig@gmail.com