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Pressestimmen
"The Power of Co-Creation builds a compelling case for how and why many successful companies have changed their focus -- not just reaching audiences, but building constituency. As Venkat Ramaswamy and Francis Gouillart note, this concept is not limited to engaging with customers. It gets to how any organization establishes shared attraction through shared values. In doing so, it builds not just common ground, but a deeper, enduring, widely shared idea on which to build a great enterprise." — Jon Iwata, Senior Vice President, IBM Marketing and Communications
“Interconnectedness has changed everything, and for companies that are looking to find new paths to profit, The Power of Co-Creation is a must read. It sets out how the idea of co-creation can be implemented in every sphere, and the magic that comes out in moving from a firm-centric to a people-centric mindset. Successfully implementing “innovation by everybody” works wonders for all stakeholders.” — Anand Mahindra, Chairman, Mahindra & Mahindra
“At a time when the technologies of the Internet are making entirely new forms of collaboration possible we need maps and guidebooks to help us make sense of the bewildering opportunities. Venkat Ramaswamy and Francis Gouillart have created just such a guidebook. They have charted the unknown territory of large scale co-creation with great thoroughness and imagination. I recommend taking it along on any journeys of co-creation you plan for your organization.” —Tim Brown, CEO, IDEO
“Inside the heart of every consumer lies a swirling cauldron of needs, wants, and desires that until now have been opaquely shielded from human understanding. The brilliant ideas unleashed by The Power of Co-Creation are nothing short of the proverbial keys to the kingdom, granting aspiring co-creationists a new center-of-gravity interface for triangulating communications between a company, its products, and its customers." — Thomas Frey, Futurist and Executive Director, DaVinci Institute
“Thanks to reduced communication cost and increased connectivity, it is now possible to take the old virtues of “listening to your customer carefully” and turn value creation into a much more dynamic, iterative and bottom-up process. It is this "co-creative" transformation that the authors elaborate and illustrate in The Power of Co-Creation. An enlightening read for business owners in the new, socially-networked millennium.” — N. R. Narayanamurthy, Chairman, Infosys
“The Power of Co-Creation demonstrates the new paradigm of strategy which is essential for business innovation regardless of industry. Our corporate motto “At your side” can only become a reality if we truly “co-create” value with our stakeholders.” — Shunsuke Katayama, CEO, Brother Sales Ltd.
“At LEGO, we stumbled across the phenomenon of co-creation which is becoming a major innovation practice. The Power of Co-Creation provides many examples and guidance to gain a better appreciation of technique and touch, and a mindset that is crucial for successful co-creation. As we have learned, co-creation is not about just "following rules", but personal engagement is essential. ” —JØrgen Vig Knudstorp, CEO, LEGO
"About half of our strategic initiatives at HMV now come from co-creative engagement with our key stakeholders—patients and their families, physicians and nurses, our employees, business enterprises, and the health insurance companies. The Power of Co-Creation expounds a transformational journey in multi-stakeholder engagement that will shape our future.” —Dr. JoÃo Polanczyk , CEO, Hospital Moinhos de Vento
“Co-creation is set to become a popular movement with a "ready-to-roll" execution framework so lucidly detailed in The Power of Co-Creation, laced with so many live examples. It has the power to actually co-create a new world order! —S. Sivakumar, Chief Executive - Agri Businesses, ITC Limited
“Interconnectedness has changed everything, and for companies that are looking to find new paths to profit, The Power of Co-Creation is a must read. It sets out how the idea of co-creation can be implemented in every sphere, and the magic that comes out in moving from a firm-centric to a people-centric mindset. Successfully implementing “innovation by everybody” works wonders for all stakeholders.” — Anand Mahindra, Chairman, Mahindra & Mahindra
“At a time when the technologies of the Internet are making entirely new forms of collaboration possible we need maps and guidebooks to help us make sense of the bewildering opportunities. Venkat Ramaswamy and Francis Gouillart have created just such a guidebook. They have charted the unknown territory of large scale co-creation with great thoroughness and imagination. I recommend taking it along on any journeys of co-creation you plan for your organization.” —Tim Brown, CEO, IDEO
“Inside the heart of every consumer lies a swirling cauldron of needs, wants, and desires that until now have been opaquely shielded from human understanding. The brilliant ideas unleashed by The Power of Co-Creation are nothing short of the proverbial keys to the kingdom, granting aspiring co-creationists a new center-of-gravity interface for triangulating communications between a company, its products, and its customers." — Thomas Frey, Futurist and Executive Director, DaVinci Institute
“Thanks to reduced communication cost and increased connectivity, it is now possible to take the old virtues of “listening to your customer carefully” and turn value creation into a much more dynamic, iterative and bottom-up process. It is this "co-creative" transformation that the authors elaborate and illustrate in The Power of Co-Creation. An enlightening read for business owners in the new, socially-networked millennium.” — N. R. Narayanamurthy, Chairman, Infosys
“The Power of Co-Creation demonstrates the new paradigm of strategy which is essential for business innovation regardless of industry. Our corporate motto “At your side” can only become a reality if we truly “co-create” value with our stakeholders.” — Shunsuke Katayama, CEO, Brother Sales Ltd.
“At LEGO, we stumbled across the phenomenon of co-creation which is becoming a major innovation practice. The Power of Co-Creation provides many examples and guidance to gain a better appreciation of technique and touch, and a mindset that is crucial for successful co-creation. As we have learned, co-creation is not about just "following rules", but personal engagement is essential. ” —JØrgen Vig Knudstorp, CEO, LEGO
"About half of our strategic initiatives at HMV now come from co-creative engagement with our key stakeholders—patients and their families, physicians and nurses, our employees, business enterprises, and the health insurance companies. The Power of Co-Creation expounds a transformational journey in multi-stakeholder engagement that will shape our future.” —Dr. JoÃo Polanczyk , CEO, Hospital Moinhos de Vento
“Co-creation is set to become a popular movement with a "ready-to-roll" execution framework so lucidly detailed in The Power of Co-Creation, laced with so many live examples. It has the power to actually co-create a new world order! —S. Sivakumar, Chief Executive - Agri Businesses, ITC Limited
Kurzbeschreibung
Apple embraced co-creation to enhance the speed and scope of its innovation, generating over $1 billion for its App-Store partner-developers in two years, even as it overtook Microsoft in market value. Starbucks launched its online platform MyStarbucksIdea.com to tap into ideas from customers and turbocharged a turnaround. Unilever turned to co-creation for redesigning product lines such as Sunsilk shampoo and revitalized growth. Nike achieved remarkable success with its Nike+ co-creation initiative, which enables a community of over a million runners to interact with one another and the company, increasing its market share by 10 percent in the first year.
Co-creation involves redefining the way organizations engage individuals—customers, employees, suppliers, partners, and other stakeholders—bringing them into the process of value creation and engaging them in enriched experiences, in order to
—formulate new breakthrough strategies
—design compelling new products and services
—transform management processes
—lower risks and costs
—increase market share, loyalty, and returns
In this pathbreaking book, Venkat Ramaswamy (who coined the term co-creation with C. K. Prahalad) and Francis Gouillart, pioneers in working with companies to develop co-creation practices, show how every organization—from large corporation to small firm, and government agency to not-for-profit—can achieve “win more–win more” results with these methods. Based on extraordinary research and the authors’ hands-on experiences with successful projects in co-creation at dozens of the world’s most exciting organizations, The Power of Co-Creation illustrates with detailed examples from leading firms such as those above, as well as from Cisco, GlaxoSmithKline, Amazon, Jabil, Predica, Wacoal, Caja Navarra, and many others, how enterprises have used a wide range of “engagement platforms”—and how they have even restructured internal management processes—in order to harness the power of co-creation.
As the authors’ wealth of examples make vividly clear, enterprises can no longer afford to view customers and other stakeholders as passive recipients of their products and services but must learn to engage them in defining and delivering enhanced value. Co-creation goes beyond the conventional “process view” of quality, re-engineering, and lean thinking, and is the essential new mind-set and practice for boosting sustainable growth, productivity, and profits in the future.
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Format:Gebundene Ausgabe
Ramaswamy und Gouillart gelten als etablierte Experte zum Thema Co-Creation. Bereits mit Ihrem Buch 'The future of competition' haben Sie das Phänomen Co-Creation beschrieben. In Ihrem Buch 'The Power of Co-Creation' liefern die Autoren zahlreiche Beispiele von Unternehmungen, die Ihren Erfolg auf Co-Creation aufgebaut haben. Nach Co-Creation entsteht der Wert eines Produkts/Dienstleistung in einem Prozess zwischen Firmen-Angeboten und Kunden-Nutzung.
Beispiel...
So hätte zum Beispiel Nike Jogging-Plattform Nike+ keine Bedeutung, wenn der Kunde nicht die Laufdaten der Schuhe auf die Online-Plattform laden würde. Durch die Interaktion der Kunden auf der Plattform z.B. in der Form von 'digitalen Rennen' entsteht ein Wert für den Kunden, so dass er auch bereit ist mehr für die Joggingschuhe zu bezahlen. Das ist Co-Creation.
Beispiel wie das o.g. erläutern Co-Creation. Im Verlauf des Buches entwickeln die Autoren ein Bezugskonzept, das Co-Creation fassbar macht. Co-Creation als Phänomen kann an Hand vieler Beispiele gut erklärt werden. Die zahlreich vorgeschlagenen Konzepte zu Co-Creation machen das Thema leider nicht leichter fassbar und anwendbar in der Praxis. In allem sicherlich ein gutes Buch um sich den Thema zu nähern.
Vor allem der Epilog 'A co-creation manifesto' bietet eine gute Zusammenfassung wichtigen Punkten um Co-Creation auch in seinem Unternehmen umzusetzen.
Insgesamt richtet sich das Buch eher an Unternehmer und Manager um neue strategische Denkrichtungen anzustoßen. Risiken von Co-Creation wie Datenschutze für das Individuum etc. werden in diesem Buch nicht betrachtet.
Zielgruppe:
Unternehmer und Manager auf der Suche nach Innovation
Plus Punkte:
+ Zahlreiche Beispiele zum Thema Co-Creation
Minus Punkte:
- Das entwickelte Bezugskonzept ist recht theoretisch und nicht unbedingt einfach anwendbar
Fazit:
Ein lesenswertes Buch zum Thema Co-Creation
Beispiel...
So hätte zum Beispiel Nike Jogging-Plattform Nike+ keine Bedeutung, wenn der Kunde nicht die Laufdaten der Schuhe auf die Online-Plattform laden würde. Durch die Interaktion der Kunden auf der Plattform z.B. in der Form von 'digitalen Rennen' entsteht ein Wert für den Kunden, so dass er auch bereit ist mehr für die Joggingschuhe zu bezahlen. Das ist Co-Creation.
Beispiel wie das o.g. erläutern Co-Creation. Im Verlauf des Buches entwickeln die Autoren ein Bezugskonzept, das Co-Creation fassbar macht. Co-Creation als Phänomen kann an Hand vieler Beispiele gut erklärt werden. Die zahlreich vorgeschlagenen Konzepte zu Co-Creation machen das Thema leider nicht leichter fassbar und anwendbar in der Praxis. In allem sicherlich ein gutes Buch um sich den Thema zu nähern.
Vor allem der Epilog 'A co-creation manifesto' bietet eine gute Zusammenfassung wichtigen Punkten um Co-Creation auch in seinem Unternehmen umzusetzen.
Insgesamt richtet sich das Buch eher an Unternehmer und Manager um neue strategische Denkrichtungen anzustoßen. Risiken von Co-Creation wie Datenschutze für das Individuum etc. werden in diesem Buch nicht betrachtet.
Zielgruppe:
Unternehmer und Manager auf der Suche nach Innovation
Plus Punkte:
+ Zahlreiche Beispiele zum Thema Co-Creation
Minus Punkte:
- Das entwickelte Bezugskonzept ist recht theoretisch und nicht unbedingt einfach anwendbar
Fazit:
Ein lesenswertes Buch zum Thema Co-Creation
Format:Gebundene Ausgabe
A member of my business community, Francis Gouillart, published jointly with his co author Venkat Ramaswamy this month a book by the titel "The Power of Co -Creation".
I liked the stuff they wrote but soon I found myself confronted with the challenge to understand the newness of their thoughts. The challenge pushed me back into my library to do the "newness test"
I did put all my books on my desk which are related to innovation.
They counted by the 100s.
All of them claimed to add knowledge to the innovation demain.
Some did.
I then made a tough but well (I do hope) educated decision.
I picked nine of the key authors who added newness to the topic of innovation.
My guess.
They will be my benchmark to make the newness test for book.
The first important thought was spelled out by Joe S. Bain in 1956.
For him innovation was initiated outside of the market structure and thus outside the enterprise.
A change in basic economic conditions and technological breakthroughs forces change on the market structure. Structure-conduct-performance was the mantra for the believers.
Joseph A. Schumpeter challenged this point of view. As early as 1942 he suggested that changes of an industry landscape can come from within the system. He named as the main source of innovation a "creative entrepreneur". How this would work, he let to our own imagination.
Up until then academics had introduce the notion of exogenous and endogenous innovation.
Peter Drucker shed some light into the black box of a "creative entrepreneur" (Discipline of Innovation).
1985 he suggested instead of trusting the myth of a "creative entrepreneur" to apply a systematic practice of innovation. It would purposefully search for innovation opportunites within and outside the enterprise.
In the same year Michael E. Porter pushed the Bain view ahead. He claimed to have found the "structural determinants" which shape three generic strategies. Again: structure vs. entrepreneur.
This school of thought shaped the agenda of managers quite significantly. It was all around the "conduct" or "competitive strategy" and with that the core competence concept of C.K. Prahalad and Gary Hamel (1990). With some distance one realizes that the fokus was pretty much on the supply side of the equation.
Interestingly enough in 1986 two researchers pushed the endogenous growth back on the agenda. Paul M. Romer published "Origins of Endogenous Growth" and Eric van Hippel published his research on "The Sources of Innovation".
Romer separated theoreatically the recipe for innovation from the lone entrepreneur. Thus supporting what Drucker had suggested in the same year from a practical point of view.
Van Hippel went down this route and introduced many sources of innovation one of which is the enterprise. He introduced also the user as a source of innovation.
In 1994 C.K. Prahalad and V. Ramaswami generalised van Hippels concept and named it Co-Creation. They introduced two new thoughts
First: Innovation is more about value than abaout a product or services.
Second: Value is a joint creation of partners in the value chain. Value creator is not the enterprise. Value creation takes place
when a buyer and user experience the features of a product or service.
1999 Chan Kim and Renee Mauborgne built on the idea that value is the key to innovation. They pushed ahead two thoughts.
Let us move from the focus on the supply side, which is in access anyway, to the demand side of the equation.
Innovation should take place on the demand side. We should systematically explore value expectations of the non customers.
Their format is well known under the brand "Blue Ocean Strategy" and has pulled a lot of pretty successful strategic moves till then.
Back to the new book on Co Creation:
The "heros" on which the ideas stand are Schumpeter, Drucker ,Romer and van Hippel.
What is new though is a much more sofisticated view on how value is created. The introduction of an experience environment in which the value creation takes place pushed the value innovation concept ahead.
They suggest rightly so that innovation has not only transient from the enterprise to the user but also from features to experience in which value is being created.
Cut a long story short.
The book advances our thinking about innovation.
I liked the stuff they wrote but soon I found myself confronted with the challenge to understand the newness of their thoughts. The challenge pushed me back into my library to do the "newness test"
I did put all my books on my desk which are related to innovation.
They counted by the 100s.
All of them claimed to add knowledge to the innovation demain.
Some did.
I then made a tough but well (I do hope) educated decision.
I picked nine of the key authors who added newness to the topic of innovation.
My guess.
They will be my benchmark to make the newness test for book.
The first important thought was spelled out by Joe S. Bain in 1956.
For him innovation was initiated outside of the market structure and thus outside the enterprise.
A change in basic economic conditions and technological breakthroughs forces change on the market structure. Structure-conduct-performance was the mantra for the believers.
Joseph A. Schumpeter challenged this point of view. As early as 1942 he suggested that changes of an industry landscape can come from within the system. He named as the main source of innovation a "creative entrepreneur". How this would work, he let to our own imagination.
Up until then academics had introduce the notion of exogenous and endogenous innovation.
Peter Drucker shed some light into the black box of a "creative entrepreneur" (Discipline of Innovation).
1985 he suggested instead of trusting the myth of a "creative entrepreneur" to apply a systematic practice of innovation. It would purposefully search for innovation opportunites within and outside the enterprise.
In the same year Michael E. Porter pushed the Bain view ahead. He claimed to have found the "structural determinants" which shape three generic strategies. Again: structure vs. entrepreneur.
This school of thought shaped the agenda of managers quite significantly. It was all around the "conduct" or "competitive strategy" and with that the core competence concept of C.K. Prahalad and Gary Hamel (1990). With some distance one realizes that the fokus was pretty much on the supply side of the equation.
Interestingly enough in 1986 two researchers pushed the endogenous growth back on the agenda. Paul M. Romer published "Origins of Endogenous Growth" and Eric van Hippel published his research on "The Sources of Innovation".
Romer separated theoreatically the recipe for innovation from the lone entrepreneur. Thus supporting what Drucker had suggested in the same year from a practical point of view.
Van Hippel went down this route and introduced many sources of innovation one of which is the enterprise. He introduced also the user as a source of innovation.
In 1994 C.K. Prahalad and V. Ramaswami generalised van Hippels concept and named it Co-Creation. They introduced two new thoughts
First: Innovation is more about value than abaout a product or services.
Second: Value is a joint creation of partners in the value chain. Value creator is not the enterprise. Value creation takes place
when a buyer and user experience the features of a product or service.
1999 Chan Kim and Renee Mauborgne built on the idea that value is the key to innovation. They pushed ahead two thoughts.
Let us move from the focus on the supply side, which is in access anyway, to the demand side of the equation.
Innovation should take place on the demand side. We should systematically explore value expectations of the non customers.
Their format is well known under the brand "Blue Ocean Strategy" and has pulled a lot of pretty successful strategic moves till then.
Back to the new book on Co Creation:
The "heros" on which the ideas stand are Schumpeter, Drucker ,Romer and van Hippel.
What is new though is a much more sofisticated view on how value is created. The introduction of an experience environment in which the value creation takes place pushed the value innovation concept ahead.
They suggest rightly so that innovation has not only transient from the enterprise to the user but also from features to experience in which value is being created.
Cut a long story short.
The book advances our thinking about innovation.
Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)
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9 von 11 Kunden fanden die folgende Rezension hilfreich
Why and how "the future belongs to the co-creative enterprise"
4. Oktober 2010
Format:Gebundene Ausgabe
As I began to read this book, I was reminded of my favorite passage in Lao-Tzu's Tao Te Ching
"Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves."
For Venkat Ramaswamy and Francis Gouilllart, "the people" include everyone associated with an enterprise: employees, of course, but also customers and others, even on occasion competitors. Its leaders must understand how and why the "the future belongs to the co-creative enterprise." They must also understand that co-creation "involves both a profound democratization and decentralization of value creation, moving it from concentration inside the firm to interactions with its customers, customer communities, suppliers, partners, and employees, and interactions between and among individuals."
As Ramaswamy and Gouilllart illustrate when citing a number of exemplary co-creative companies (e.g. Nike, Starbucks, Club Tourism, Dell, Apple Stores, LEGO, Nestlé, Nokia, and SAP), co-creation can be both inside-out (initiated by CoCre International) or outside-in (CoCre International is approached by another company, a combination of companies, or a federation). Either way, the potential benefits for everyone are numerous and substantial. Throughout their lively and eloquent narrative, Ramaswamy and Gouilllart explain how to
o Determine the nature and extent of internal and/or external co-creation
o Formulate a blueprint and flow chart for co-creation initiatives
o Brief those who will be involved to obtain buy-in and engagement
Note: Be sure to check out John Kotter's new book, Buy-In: saving your good idea from being shot down, co-authored with Lorne Whitehead and published by Harvard Business Press (2010).
o Build social ecosystems
o Design engagement platforms
o Expand scope and scale of network interactions
o Transform enterprise operations through co-creation
o Develop leadership at all levels and in all areas
o Formulate and implement employee-centric organization design
o Co-create experimentation and innovation
o Measure organizational and individual performance
In fact, Ramaswamy and Gouillart devote an entire chapter (Chapter 11) to "Co-Creating Institutional Change" but I strongly recommend that the material in this chapter be read only after a careful reading and selective re-reading of the first ten chapters. Because they are describing a process of cultural transformation, it is best to read the narrative in a comparable, sequential manner. To their credit, also, Ramaswamy and Gouillart wrote an Epilogue that brilliantly serves two very important purposes: it provides an appropriate conclusion to the book, and, the summary discussion of 25 "key takeaways" will facilitate, indeed expedite frequent review later.
Those who share my high regard for this book are urged to check out the aforementioned Buy-In as well as Dean Spitzer's Transforming Performance Measurement, Guy Kawasaki's Reality Check, Brain Carney and Isaac Getz's Freedom, Inc., and Enterprise Architecture as Strategy co-authored by Jeanne Ross, Peter Weill, and David Robertson.
"Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves."
For Venkat Ramaswamy and Francis Gouilllart, "the people" include everyone associated with an enterprise: employees, of course, but also customers and others, even on occasion competitors. Its leaders must understand how and why the "the future belongs to the co-creative enterprise." They must also understand that co-creation "involves both a profound democratization and decentralization of value creation, moving it from concentration inside the firm to interactions with its customers, customer communities, suppliers, partners, and employees, and interactions between and among individuals."
As Ramaswamy and Gouilllart illustrate when citing a number of exemplary co-creative companies (e.g. Nike, Starbucks, Club Tourism, Dell, Apple Stores, LEGO, Nestlé, Nokia, and SAP), co-creation can be both inside-out (initiated by CoCre International) or outside-in (CoCre International is approached by another company, a combination of companies, or a federation). Either way, the potential benefits for everyone are numerous and substantial. Throughout their lively and eloquent narrative, Ramaswamy and Gouilllart explain how to
o Determine the nature and extent of internal and/or external co-creation
o Formulate a blueprint and flow chart for co-creation initiatives
o Brief those who will be involved to obtain buy-in and engagement
Note: Be sure to check out John Kotter's new book, Buy-In: saving your good idea from being shot down, co-authored with Lorne Whitehead and published by Harvard Business Press (2010).
o Build social ecosystems
o Design engagement platforms
o Expand scope and scale of network interactions
o Transform enterprise operations through co-creation
o Develop leadership at all levels and in all areas
o Formulate and implement employee-centric organization design
o Co-create experimentation and innovation
o Measure organizational and individual performance
In fact, Ramaswamy and Gouillart devote an entire chapter (Chapter 11) to "Co-Creating Institutional Change" but I strongly recommend that the material in this chapter be read only after a careful reading and selective re-reading of the first ten chapters. Because they are describing a process of cultural transformation, it is best to read the narrative in a comparable, sequential manner. To their credit, also, Ramaswamy and Gouillart wrote an Epilogue that brilliantly serves two very important purposes: it provides an appropriate conclusion to the book, and, the summary discussion of 25 "key takeaways" will facilitate, indeed expedite frequent review later.
Those who share my high regard for this book are urged to check out the aforementioned Buy-In as well as Dean Spitzer's Transforming Performance Measurement, Guy Kawasaki's Reality Check, Brain Carney and Isaac Getz's Freedom, Inc., and Enterprise Architecture as Strategy co-authored by Jeanne Ross, Peter Weill, and David Robertson.
8 von 10 Kunden fanden die folgende Rezension hilfreich
New book on innovation. What's new
3. November 2010
Format:Gebundene Ausgabe
I liked the stuff they wrote but soon I found myself confronted with the challenge to understand the newness of their thoughts. The challenge pushed me back into my library to do the "newness test"
I did put all my books on my desk which are related to innovation.
They counted by the 100s.
All of them claimed to add knowledge to the innovation demain.
Some did.
I then made a tough but well (I do hope) educated decision.
I picked nine of the key authors who added newness to the topic of innovation.
My guess.
They will be my benchmark to make the newness test for book.
The first important thought was spelled out by Joe S. Bain in 1956.
For him innovation was initiated outside of the market structure and thus outside the enterprise.
A change in basic economic conditions and technological breakthroughs forces change on the market structure. Structure-conduct-performance was the mantra for the believers.
Joseph A. Schumpeter challenged this point of view. As early as 1942 he suggested that changes of an industry landscape can come from within the system. He named as the main source of innovation a "creative entrepreneur". How this would work, he let to our own imagination.
Up until then academics had introduce the notion of exogenous and endogenous innovation.
Peter Drucker shed some light into the black box of a "creative entrepreneur" (Discipline of Innovation).
1985 he suggested instead of trusting the myth of a "creative entrepreneur" to apply a systematic practice of innovation. It would purposefully search for innovation opportunites within and outside the enterprise.
In the same year Michael E. Porter pushed the Bain view ahead. He claimed to have found the "structural determinants" which shape three generic strategies. Again: structure vs. entrepreneur.
This school of thought shaped the agenda of managers quite significantly. It was all around the "conduct" or "competitive strategy" and with that the core competence concept of C.K. Prahalad and Gary Hamel (1990). With some distance one realizes that the fokus was pretty much on the supply side of the equation.
Interestingly enough in 1986 two researchers pushed the endogenous growth back on the agenda. Paul M. Romer published "Origins of Endogenous Growth" and Eric van Hippel published his research on "The Sources of Innovation".
Romer separated theoreatically the recipe for innovation from the lone entrepreneur. Thus supporting what Drucker had suggested in the same year from a practical point of view.
Van Hippel went down this route and introduced many sources of innovation one of which is the enterprise. He introduced also the user as a source of innovation.
In 1994 C.K. Prahalad and V. Ramaswami generalised van Hippels concept and named it Co-Creation. They introduced two new thoughts
First: Innovation is more about value than abaout a product or services.
Second: Value is a joint creation of partners in the value chain. Value creator is not the enterprise. Value creation takes place
when a buyer and user experience the features of a product or service.
1999 Chan Kim and Renee Mauborgne built on the idea that value is the key to innovation. They pushed ahead two thoughts.
Let us move from the focus on the supply side, which is in access anyway, to the demand side of the equation.
Innovation should take place on the demand side. We should systematically explore value expectations of the non customers.
Their format is well known under the brand "Blue Ocean Strategy" and has pulled a lot of pretty successful strategic moves till then.
Back to the new book on Co Creation:
The "heros" on which the ideas stand are Schumpeter, Drucker ,Romer and van Hippel.
What is new though is a much more sofisticated view on how value is created. The introduction of an experience environment in which the value creation takes place pushed the value innovation concept ahead.
They suggest rightly so that innovation has not only transient from the enterprise to the user but also from features to experience in which value is being created.
Cut a long story short.
The book advances our thinking about innovation.
I did put all my books on my desk which are related to innovation.
They counted by the 100s.
All of them claimed to add knowledge to the innovation demain.
Some did.
I then made a tough but well (I do hope) educated decision.
I picked nine of the key authors who added newness to the topic of innovation.
My guess.
They will be my benchmark to make the newness test for book.
The first important thought was spelled out by Joe S. Bain in 1956.
For him innovation was initiated outside of the market structure and thus outside the enterprise.
A change in basic economic conditions and technological breakthroughs forces change on the market structure. Structure-conduct-performance was the mantra for the believers.
Joseph A. Schumpeter challenged this point of view. As early as 1942 he suggested that changes of an industry landscape can come from within the system. He named as the main source of innovation a "creative entrepreneur". How this would work, he let to our own imagination.
Up until then academics had introduce the notion of exogenous and endogenous innovation.
Peter Drucker shed some light into the black box of a "creative entrepreneur" (Discipline of Innovation).
1985 he suggested instead of trusting the myth of a "creative entrepreneur" to apply a systematic practice of innovation. It would purposefully search for innovation opportunites within and outside the enterprise.
In the same year Michael E. Porter pushed the Bain view ahead. He claimed to have found the "structural determinants" which shape three generic strategies. Again: structure vs. entrepreneur.
This school of thought shaped the agenda of managers quite significantly. It was all around the "conduct" or "competitive strategy" and with that the core competence concept of C.K. Prahalad and Gary Hamel (1990). With some distance one realizes that the fokus was pretty much on the supply side of the equation.
Interestingly enough in 1986 two researchers pushed the endogenous growth back on the agenda. Paul M. Romer published "Origins of Endogenous Growth" and Eric van Hippel published his research on "The Sources of Innovation".
Romer separated theoreatically the recipe for innovation from the lone entrepreneur. Thus supporting what Drucker had suggested in the same year from a practical point of view.
Van Hippel went down this route and introduced many sources of innovation one of which is the enterprise. He introduced also the user as a source of innovation.
In 1994 C.K. Prahalad and V. Ramaswami generalised van Hippels concept and named it Co-Creation. They introduced two new thoughts
First: Innovation is more about value than abaout a product or services.
Second: Value is a joint creation of partners in the value chain. Value creator is not the enterprise. Value creation takes place
when a buyer and user experience the features of a product or service.
1999 Chan Kim and Renee Mauborgne built on the idea that value is the key to innovation. They pushed ahead two thoughts.
Let us move from the focus on the supply side, which is in access anyway, to the demand side of the equation.
Innovation should take place on the demand side. We should systematically explore value expectations of the non customers.
Their format is well known under the brand "Blue Ocean Strategy" and has pulled a lot of pretty successful strategic moves till then.
Back to the new book on Co Creation:
The "heros" on which the ideas stand are Schumpeter, Drucker ,Romer and van Hippel.
What is new though is a much more sofisticated view on how value is created. The introduction of an experience environment in which the value creation takes place pushed the value innovation concept ahead.
They suggest rightly so that innovation has not only transient from the enterprise to the user but also from features to experience in which value is being created.
Cut a long story short.
The book advances our thinking about innovation.
Insightful
2. Oktober 2011
Format:Gebundene Ausgabe|Von Amazon bestätigter Kauf
This book has an amazing ability to suck you in. My mind was spinning the entire time. It has given me some great ideas for this blog. Check out "All Things Leadership and Self Growth" on blogger.com
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