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Competing through co‐creation: innovation at two companies

Competing through co‐creation: innovation at two companies Purpose – This paper aims to discuss how two innovative firms – the French telecommunications firm Orange and the California‐based global networking firm Cisco – have gained competitive advantage from using the co‐creative enterprise business concept to generate sustainable growth. Design/methodology/approach – The paper describes in detail the approach at Orange, which is on co‐creating experience environments with customers and industry mavens, and at Cisco, where the focus is on co‐creating the management of risk and reward. Findings – Companies that have learned how to manage the process of creating unique value with customers and other stakeholders have developed engagement programs and processes that enable interactions among all stakeholders everywhere in the system, with the goal of creating greater value by fostering more rewarding or more valuable experiences. Research limitations/implications – Two case examples of innovative practices are presented. Practical implications – Orange's R&D and marketing processes have attracted lead‐users and early adopters, who are extremely valuable since they are more likely to be content co‐creators and the core adopters of their services. Cisco is attempting to extend its co‐creative governance frameworks through collaborative interactions with its customers and partners. Originality/value – The paper alerts leaders that business and society are moving towards an individual‐ and experience‐based view of co‐creative engagement among individuals and institutions – outside and inside enterprises. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

Competing through co‐creation: innovation at two companies

Venkat Ramaswamy
Strategy & Leadership , Volume 38 (2): 8 – Mar 9, 2010
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Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1087-8572
DOI
10.1108/10878571011029028
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to discuss how two innovative firms – the French telecommunications firm Orange and the California‐based global networking firm Cisco – have gained competitive advantage from using the co‐creative enterprise business concept to generate sustainable growth. Design/methodology/approach – The paper describes in detail the approach at Orange, which is on co‐creating experience environments with customers and industry mavens, and at Cisco, where the focus is on co‐creating the management of risk and reward. Findings – Companies that have learned how to manage the process of creating unique value with customers and other stakeholders have developed engagement programs and processes that enable interactions among all stakeholders everywhere in the system, with the goal of creating greater value by fostering more rewarding or more valuable experiences. Research limitations/implications – Two case examples of innovative practices are presented. Practical implications – Orange's R&D and marketing processes have attracted lead‐users and early adopters, who are extremely valuable since they are more likely to be content co‐creators and the core adopters of their services. Cisco is attempting to extend its co‐creative governance frameworks through collaborative interactions with its customers and partners. Originality/value – The paper alerts leaders that business and society are moving towards an individual‐ and experience‐based view of co‐creative engagement among individuals and institutions – outside and inside enterprises.

Journal

Strategy & Leadership – Emerald Publishing

Published: Mar 9, 2010

Keywords: Leadership; Management techniques; Innovation; Social‐networks; Communication technologies

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