social-economy: new business models based on collaboration
DESCRIPTION
Social-Economy: Collaboration and Co-Creation as Essential Components in Developing New Business ModelsTRANSCRIPT
Social-Economy: Collaboration and Co-Creation as Essential Components in
Developing New Business Models
Celje, Slovenja
May 8th 2014
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Strategy Design and Change Management Services
Innova9on
Coaching Social Media
Project Management
Design
Business Models
Management
2^ Paola
Design Thinking
Service Design
Customer Experience Innova9on
Introduction
WHO WE ARE & WHAT WE DO
Paola
Kristina
US
GOALS • Crea3ng new /update exis3ng business models for today’s global market.
• Share background, benefits, examples collabora3ve and co-‐crea3on approach for business today.
3
Introduction
• CURRENT CONTEXT
– EXISTING CHALLENGES
– OUTDATED BUSINESS MODELS
• CONTEXT TRANSFORMATION
– COLLABORATION AND CO-‐CREATION
– BENEFITS OF COLLABORATIVE APPROACH
– THE SOCIAL ECONOMY
– EVIDENCE AND EXAMPLES
– HOW YOU APPLY TO YOUR BUSINESS
• CASE STUDY
• SUMMARY & BRAINSTORMING
Introduction
AGENDA
Current Context - Transition
TRANSITIONING TOWARDS THE SOCIAL ECONOMY
Current Context - Transition
• Global compe33on and market • Rapidly changing condi3ons • Exponen3al “word of mouth” knowledge sharing power • High project failure rates
CHALLENGES & OPPORTUNITIES
If opportunity doesn't knock, build a door.
-‐Milton Berle
45% over budget 7% over time
deliver 56% less value for large IT projects
76% of all new product launches fail to meet their revenue target
37% to 58% startup failure (avg. more than ½ fail)
Current Context - Transition
FAILURE RATES
Mckinsey June 2012 5400 Large IT Projects ($15m) Prodcuct Development and Management Association
Statisticbrain
Current Context Current Context - Transition
CURRENT MODELS ARE CHANGING
CROWD FUNDING
CROWD SOURCING
BIT COINS CO-‐USE
DISRUPTIVE INNOVATION
BARTER
SELF-‐SUFFICIENCY
Emerging Models
Resources Sharing
Rapid evolu3on in customers’ expecta3ons and increased compe33on requires different ways to:
• Start-‐up companies and projects
• Fundraising and financing
• Reduce 3me to market
The tradi3onal models increase the Time to Market, losing innova3on opportuni3es in:
• Discovering new uses/applica3ons
• Finding new markets/customers
• Building new ventures
Current Context - Transition
• Emerging models are based on sharing informa3on, contents or solu3ons directly through social media.
• Knowledge can evolve through collabora3on and
co-‐crea3on.
HOW WE ARE SPREADING EMERGING MODELS
• Social networks brings out following skills:
– Long term view of business evolu3on
– Social Percep9on: thoughts, behaviors and ac3ons can contribute to make a no3cable changes for all
– Empathy: People see themselves as a part of solu3ons and spread this behavior to everyone
HOW COLLABORATION AND COCREATION CAN EVOLVE
New Context
• Economy is not a self-‐contained system, but is embedded in society and environment.
• Social Economy is an enlarged paradigm that provides new frameworks and KPIs to manage our business.
New Context
THE SOCIAL ECONOMY
hep://sase.org/about-‐sase/about-‐sase_fr_41.html
• Working together to achieve a common result
• Encouraging synergies to orchestrate outcome
• New insights fed from mul3ple perspec3ves for successful solu3ons
• Expanding your circle of co-‐creators • Good possible from all, regardless of role
NEW DIRECTION New Direction
HOW TO ENLARGE CURRENT MODELS Current Context - Transition New Context
2. Bring in new perspec9ves to see old problems in new ways. Collaborate with others, work with outside consultants and change agents to help guide you through the process and gain new insights.
New Context
NEW VALUE CREATION: HOW CAN YOU DO IT?
1. Apply human centered design process with the aid of a change agent to put the customer at the heart of your decision making and strategy. How do your decisions ul3mately effect your client? Look for where might you be crea3ng an obstacle or difficulty for your client.
3. Examine and expand your offline and online environment. Does it support easy exchange of informa3on and idea cross fer3liza3on. Does it support ideas evolving through contact and interac3on or are people separate in departments and silos?
4. Apply social and economic Sustainability. Use background, involve people and innovate more effec3vely and rapidly.
New Context
5. Extend Collabora9on. Support social network development inside and outside the enterprise. Archive, share and increase your cultural heritage.
NEW VALUE CREATION: HOW CAN YOU DO IT?
MINDJET & DROPBOX Mixes exis3ng solu3ons, increases business profit.
From compe33on to co-‐working.
Case Study
KICKSTARTER Contents sharing promotes crowdfunding
Innova3ve and imagina3ve projects can start-‐up through the direct support of internet users.
CONNECTIVITY AND COLLABORATION
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Case Study Case Study
BANKS of TIME New way to create value European Union employee benefits Opera3onal and marke3ng challenges discovered through Collabora9ve Workshops Co-‐Crea9on of ac3on Plan and strategy
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Case Study Case Study
CONNEXIA (2007-‐2009) Merging of two companies in to a New Co. Corporate Educa9on Programme Management Coaching
Interview with Graziella Falaguasta
TOP DOWN
PAST PERFORMANCE
CHANGE AVERSE/STATUS QUO
SEPARATE/SILOS
SHORT TERM PERSPECTIVE
PROCESS FOCUS
PRODUCT FOCUSED
EVOLUTION TOWARDS THE SOCIAL ECONOMY
Summary
MULTIPLE INPUTS
FORWARD LOOKING
TRY SOMETHING NEW
COLLABORATIVE
LONG TERM VIEW
CUSTOMER FOCUS
EXPERIENCE FOCUSED
Brainstorming
What kind of
obstacles did
I find in
collaboration?
Where did I get good
results using
collaboration? How did I
support collaboration
in my business?
1
2
3
Collabora9on & Co-‐Crea9on Assessment
Please write on s:kies notes your own experience about obstacles, supports and results in applying collabora:on and co-‐crea:on.
Brainstorming
Ques9on & Answers • traditional (non-innovative) thinking
• absence of knowledge sharing
• lack of trust
• the boss should be a friend and not a competitor • insisting on somebody's statement - not giving up - stubbornness
fighting for his right
• misunderstanding the issue - the subject
• different views between sales and production personel
• people are different
• different level of motivation
• input and output of collaboration are often badly defined
• ownership of ideas
• no obstacles when cooperation is at work
• organizational structure
• I have no problems with collaboration, I do that for years
• motivate people to cooperate
Brainstorming
Ques9on & Answers • as CEO I have to be "Primus inter pares"
• I listen to my colleagues, to their ideas
• we often pay for collaboration an extra fee to motivate other party
• sharing experiences with team workers
• listening to all sides
• helping people from different departments to understand each other
• motivating people to see problems from the customer point of view
• with my knowledge and my ideas
• making organizational changes
• implementing a lot of Groupware (Content sharing software)
• making social networks
• listening
• we encourage peer to peer relations
• organizing meeting
• we have an organization "network like"
• we have good team works in our company • I give my colleagues a chance to explain their suggestions - they are
free to express their thoughts
Brainstorming
Ques9on & Answers • in my Institute: sharing knowledge, innovation and friendship
• in a good group of students and workers
• in listening the ideas of employes
• when I put myself in other's shoes
• when I help to create connection
• in health preventive
• in good products and good solutions • when I break the walls between marketing, design and
manufacturing
• mostly in Information Technology
• when I smooth flows of R&D
• when I have trained a project manager
• when I can listen
• when I communicate • when I got involved as an expert who managed the process and
when people get motivated • when we got the common understanding of a problem and we
solve it as a team
Brainstorming
Collabora9on & Co-‐Crea9on Assessment
Obstacles Supports
Solu9ons
Compe99on
Conflicts
Distrust networking
innova9on organiza9on
coaching social media
empathy
differences Leadership
sharing listening
teamwork
mo9va9on
@paoladvg
@kris3natool
www.kris3natool.com
Thank you for your attention
www.solotablet.it/blog/disrup3ve-‐projects [email protected]