Innovation has become the name of the game for businesses to compete effectively in an increasingly kinetic, globalized and technology-driven marketplace. To ensure a constant supply of new ideas, today’s corporations know that they cannot rely solely on internal resources or a small circle of consultants anymore. It is now widely recognized that the ability to innovate also comes from the ability to leverage external resources to co-create value.
by Yanning Roth
Value co-creation has emerged as a business paradigm describing how customers and end users could be involved as active participants in the design and development of personalized products, services, and experiences (Prahalad & Ramaswamy, 2004). It is based on the design and development of customer participation platforms, providing firms with the technological and human resources, tools, and mechanisms to benefit from the engagement experiences of individuals and communities as a new basis of value creation.
Marko Seppä, Stoyan Tanev
Breaktrhoughs come from unreasonable requests…
by Herb Stevenson
Underlying the application of Gestalt theory to organization development, consulting, and/or coaching is an approach that Arnold Biesser, M.D., characterized in 1970 as the paradoxical theory of change. This theory, which has become the foundation of practice at the Gestalt Institute of Cleveland, flows from the primary premise that meaning manifests through the differentiation, dissolution and integration—a form of absorption—of polarities. This article provides an understanding of the theoretical concepts that underpin Gestalt theory as it relates to polarity, paradox and dilemma.