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Co-­‐Crea'on	
  
-­‐	
  Cases	
  and	
  Processes	
  




Dr.	
  Rex	
  Degnegaard,	
  Assistant	
  Professor	
  
Copenhagen	
  Business	
  School	
  
How	
  might	
  we	
  …	
  
	
  
Design	
  co-­‐crea'on	
  se>ngs	
  that	
  will	
  
enable	
  us	
  to	
  harvest	
  a	
  greater	
  poten'al	
  
from	
  our	
  collaborate	
  efforts?	
  




                                                  rex@cbs.dk	
  
Understanding	
  
                    How	
  is	
  co-­‐crea'on	
  different	
  from	
  
                            tradi'onal	
  strategies?	
  


Inspira'on	
  

                         What	
  have	
  others	
  done?	
  
Prac'ce	
  




                              How	
  do	
  we	
  do	
  it?	
  




                                                                        rex@cbs.dk	
  
TRADITIONAL	
  STRATEGY	
                           CO-­‐CREATION	
  STRATEGY	
  

  Value	
         Delivery.	
                                        Experience.	
  

  Goals	
         Strategic	
  goals	
  at	
  the	
  outset.	
       Ini'al	
  strategic	
  goals	
  as	
  star'ng	
  
                                                                     point.	
  

  Interests	
     The	
  interests	
  of	
  the	
  corpora'on.	
   The	
  interests	
  of	
  all	
  stakeholders.	
  	
  
                  Maximize	
  share	
  of	
  created	
             Firm	
  value	
  capture	
  is	
  secondary.	
  
                  value.	
  


  Advantage	
     Economies	
  of	
  scale.	
                        Increased	
  engagement	
  of	
  
                  Posi'on	
  and	
  'mely	
  advantage	
             stakeholders.	
  
                  to	
  compe'tors.	
                                Con'nually	
  building	
  rela'ons.	
  




rex@cbs.dk	
                                                                         Source:	
  Ramaswamy	
  og	
  Gouillart,	
  2010	
  
Case: Hooliganism from the Danish police




(cc) Stine Arensbach, KPMG
Case: Experimental medicine from hospital




(cc) Stine Arensbach, KPMG
Case: Insurance company, private sector
Case: Infra structure across cities,
 agencies, organizations and
 corporations.




(cc) Stine Arensbach, KPMG
In co-creation, we view potentials and challenges differently




                                                           (Source: Banny Banerjee, 2012)
Vertical and horizontal co-creation




(cc) Stine Arensbach, KPMG
In co-creation processes,
It is essential to bring the"
relevant stakeholders into"
the box – to co-design
the initiative.




                                rex@cbs.dk	
  
Spaces of co-creation viewed as phases
to create grounds for coordination.




  1	
                       2	
                             3	
                            4	
                              5	
  
  Iden'fy	
  relevant	
     Map	
  value	
  poten'al.	
     Conduct	
  co-­‐crea'on	
      Build	
  co-­‐crea'on	
          Design	
  organiza'on	
  
  stakeholders.	
                                           workshops	
  based	
  on	
     plaWorms	
  of	
                 and	
  governance	
  
                                                            experiences.	
                 engangement	
  to	
  build	
     structures	
  to	
  
                                                                                           and	
  implement	
  ideas	
      con'nually	
  co-­‐create	
  
                                                                                           and	
  ini'a'ves.	
              around	
  specific	
  
                                                                                                                            ini'a'ves.	
  




                                                                                                                                      rex@cbs.dk	
  
rex@cbs.dk	
  

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Co-Creation - Current cases and new approaches.

  • 1. Co-­‐Crea'on   -­‐  Cases  and  Processes   Dr.  Rex  Degnegaard,  Assistant  Professor   Copenhagen  Business  School  
  • 2. How  might  we  …     Design  co-­‐crea'on  se>ngs  that  will   enable  us  to  harvest  a  greater  poten'al   from  our  collaborate  efforts?   rex@cbs.dk  
  • 3. Understanding   How  is  co-­‐crea'on  different  from   tradi'onal  strategies?   Inspira'on   What  have  others  done?   Prac'ce   How  do  we  do  it?   rex@cbs.dk  
  • 4. TRADITIONAL  STRATEGY   CO-­‐CREATION  STRATEGY   Value   Delivery.   Experience.   Goals   Strategic  goals  at  the  outset.   Ini'al  strategic  goals  as  star'ng   point.   Interests   The  interests  of  the  corpora'on.   The  interests  of  all  stakeholders.     Maximize  share  of  created   Firm  value  capture  is  secondary.   value.   Advantage   Economies  of  scale.   Increased  engagement  of   Posi'on  and  'mely  advantage   stakeholders.   to  compe'tors.   Con'nually  building  rela'ons.   rex@cbs.dk   Source:  Ramaswamy  og  Gouillart,  2010  
  • 5. Case: Hooliganism from the Danish police (cc) Stine Arensbach, KPMG
  • 6. Case: Experimental medicine from hospital (cc) Stine Arensbach, KPMG
  • 7. Case: Insurance company, private sector
  • 8. Case: Infra structure across cities, agencies, organizations and corporations. (cc) Stine Arensbach, KPMG
  • 9. In co-creation, we view potentials and challenges differently (Source: Banny Banerjee, 2012)
  • 10. Vertical and horizontal co-creation (cc) Stine Arensbach, KPMG
  • 11. In co-creation processes, It is essential to bring the" relevant stakeholders into" the box – to co-design the initiative. rex@cbs.dk  
  • 12. Spaces of co-creation viewed as phases to create grounds for coordination. 1   2   3   4   5   Iden'fy  relevant   Map  value  poten'al.   Conduct  co-­‐crea'on   Build  co-­‐crea'on   Design  organiza'on   stakeholders.   workshops  based  on   plaWorms  of   and  governance   experiences.   engangement  to  build   structures  to   and  implement  ideas   con'nually  co-­‐create   and  ini'a'ves.   around  specific   ini'a'ves.   rex@cbs.dk