Co-creating in the recession
Last week I spoke at the Ideas Arabia conference in Dubai on the topic of co-creating in a recession. The event opened my eyes to a couple of things. Firstly that trying to make a professional presentation on three hours sleep (delayed flight, not culturally inappropriate excess) is a tough gig, but secondly that the principles of co-creation really do make sense in this tough and frugal market.
The audience – made up of senior management, innovation experts and internal engagement specialists – were keen to explore the topic, especially as a means of driving efficiencies within an organisation. Using the customer as a device for auditing business was an idea that really seemed to resonate. At a time where businesses are looking to control costs (largely through eye-watering belt-tightening) using cheap, willing and available resource seemed a logical strategy for both staying relevant to customers and responding quickly to changing needs.
The people I spoke to after my talk were also keen to talk about the idea that co-creation could be a great vehicle for engaging with staff in a period where morale was low. And they were right. One of the most gratifying things about the projects that I have worked on recently for Promise is the positive effect that the process has on internal teams. Our approach is all about creating relationships and empowering people and our clients are often really surprised by the good will and engagement a co-creation project is able to generate.
“You are right” one of the delegates enthused to me at lunch “In times like these, as employers, we need to remind our people of their value, and as businesses we need to tap into it.”
“Don’t forget to pay attention to your customers too”, I said, and promptly fell asleep.
Tags: Co-creation, Engagement
This entry was posted on Friday, 1 May 2009 at 8:01 am and is filed under Co-creation, Economic downturn.
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February 9th, 2010 at 2:25 pm
Absolutely. In my experience co-creation often is a short cut to a better understanding of the company’s raison d’être and values. Confronting yourself with the other stakeholders (users, provider, buyers etc.) face to face in a creative process opens your eyes to where genuine value can be achieved. This is extremely meaningful! I have tried this in healthcare companies, in service companies and even in maximum security prisons. Same result every time; understanding of the yourself and the other stakeholders involved, lasting solution with great ownership and not at least a new empowered culture that can suddenly can handle problems, which used to be dealt with by bought-in expensive consultants.