Category Archives: Uncategorized

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Things Un-mentionable Between and Organization and It’s People

There are things we don’t talk about in our relationship with our employers that become barriers to change and transformation.  Although each person navigates their relationship with their employer differently, some common silences exist that are typically exposed when transformation work comes along.

This talk examines common covenants of silence that are barriers to transformation success.

Organization Metaphors – Morgan 2006

Here are a set of slides that describe the metaphors posed by Gareth Morgan in 2006 in his book Images of Organisation to describe in more visual terms the types of organizations (culture, value system, and structure).

The central thesis of this book is that all theories of organisation and management are based on implicit metaphor, and that metaphors play a paradoxical role: they are vital to understanding and highlighting certain aspects of organisations, while at the same time they restrict understanding by backgrounding or ignoring others.

Open Slide DeckSlide Deck on Organization Metaphors - Morgan 2006

Flux and Transformation Organizational Metaphore

Around 500 BC the Greek philosopher Heraclitus noted that, you can not step into the same river , for other waters are continually flowing on.” ” Everything flows and nothing abides; everything gives way and nothing stays fixed…cool things become warm, the warm grows cool; the moist dries, the parched becomes moist….It is in changing that things find repose.

(Morgan, pg.241)

Gareth Morgan proposed 8 ‘metaphors’ to characterise the current state of organizations in 2006.  Some speculation exists as to whether organizations evolve from one metaphor to another.  The article at this link defines the Flux and Transformation metaphor clearly.

http://lewisorgtheory.pbworks.com/w/page/16682135/Flux%20and%20transformation

 

Constructive Conflict for Creative Innovation

iMind supports constructive conflict – it is a way to break through norms and addictions to the current state.  Properly applied, this technique removes resistance to change and garners higher levels of commitment to transformative work very quickly. Avoidance is a big barrier to achieving transformation and methodically pursuing the transformative vision. Bringing existing conflicts to the surface, acknowledging them and discovering commonalities as a result, clears a path for transformation to move forward.

See full article…

http://p3edge.com/constructive-conflict-for-creative-innovation/

 

Disruptive technologies: Advances that will transform life, business, and the global economy

Not every emerging technology will alter the business or social landscape—but some truly do have the potential to disrupt the status quo, alter the way people live and work, and rearrange value pools. It is therefore critical that business and policy leaders understand which technologies will matter to them and prepare accordingly.

http://www.mckinsey.com/insights/business_technology/disruptive_technologies

Meeting the Challenge of Disruptive Change

Why do so many companies fail to innovate successfully?… What’s going on?  After all most companies boast talented people and deep pockets…

Harvard Business Review Report on Disruptive Change

http://www.zurichna.com/internet/zna/SiteCollectionDocuments/en/media/FINAL%20HBR%20Meeting%20Challenge%20of%20Disruptive%20Change.pdf

 

 

Co-Creation – A Primer from the Harvard Business Review

What is co-creation anyway? Depends who you ask.  For us it most often means adding the voice of the user into the innovation process, not as passive respondents, but as active participants.  Of course, CK Prahalad author of the co-creation manifesto “The Future of Competition: Co-creating Unique Value with Customers,  got first dibs at defining co-creation by popularizing the concept back in 2000 as creating value through collaboration with partner companies and with active customers

In a more recent article in the HBR, Edelman’s Stefan Stern outlines the top Do’s and Don’ts for successful co-creation.

Everyone says they are in favor of open innovation and co-creation. We have all heard about the wisdom of crowds, bringing the outside in, and have bought the t-shirt which states that “none of us is as smart as all of us.”

But what is co-creation, really, and how do you do it right? Co-creation involves working on new product and service ideas together with the customers who are going (you hope) to buy them. It turns “market research” into a far more dynamic and creative process. (The term co-creation was of course popularized by CK Prahalad.) It’s easy for the C-suite to sign up to co-creation. But very often it goes against the grain of how they built their careers in the first place. This does not come naturally. Where to start?

 

I had a great conversation about co-creation recently with the people at Sense Worldwide, a London consultancy. Well — I say “conversation.” Mostly I was listening. The content of this conversation was not really co-created. But Sense’s chief executive Jeremy Brown and director of strategy Brian Millar gave me some terrific pointers on co-creation, which I want to share with you here.

 “When you need to transform a brand or product, you can’t just do the same things better,” Brown said. “You need to do something new. You tap into the creativity of your consumers.” Brown and Millar told me that Sense has been running co-creation, both in global online communities and in workshops around the world, for over a decade.

 They have established some co-creation Do’s and Don’ts.

DO

  1.    DO forget everything you know about recruiting people for research. Traditional research looks for the typical user and avoids extreme users, those professionally involved with the category, or in product design.  These are your prime co-creators; the designers, the professionals, the bloggers, the rejecters, the extreme users, and the hackers.
  2.   DO have an open mind on who you bring into co-creation team. Diversity drives creativity.
  3.   DO create a community, co-creation is a process and works best when there is a sense of community among co-creators.
  4.   DO meet face to face – even if your co-creation team is online, do get the team together at least once a year at a co-creation summit.
  5.    DO look beyond the ideas – the art of co-creation is in looking for the big themes that underpin individual ideas.
  6.   DO get your top people involved in the co-creation team workshops.
  7.   DO co-create for someone – have a target user in mind, and focus on co-creating for them.
  8.  DO prototype – prototype, prototype, prototype; make your ideas real with prototypes.

DON’T

  1.   DON’T run a ”make us an ad” campaign – it isn’t co-creation, and will almost inevitably be won by advertising professionals doing a bit of moonlighting.
  2.    DON’T make your team to big too fast.
  3.   DON’T underestimate the work required in keeping an online team energized.
  4.   DON’T present co-created ideas to your design team as a fait accompli. Nothing will alienate the team faster. Get them involved in the co-creation process. Get them to think of co-creation as a way to get better briefs and new places to explore.
  5.    DON’T criticize stupid-sounding ideas. They’re often attempts to solve an intelligently-defined problem.

 That’s it. Simple. But not easy. 

 

– Stephan Stern, 2011

Internal Innovation and Co-Creation

 

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

http://www.innovationexcellence.com/blog/2013/02/24/birth-of-a-new-job-type-arise-co-creation-manager/

 

The Future of Co-Creation

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

http://timreview.ca/article/423