Value Co-Creation:
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The document discusses how the rise of internet-enabled devices and social media has empowered consumers to co-create value with organizations in new ways, shifting control towards consumers and requiring companies to embrace complexity, share control, and co-create value through networked communities. It argues that business leaders must develop "Gen-Net" leadership skills to guide their organizations through this dramatic change in how value is created and work is accomplished.
Value Co-Creation:
- 1. Value Co-Creation The Rapidly Emerging Role of the Consumer in Value Creation May 2012
- 3. At a deep level, business leaders are feeling very unsettled.
- 4. Explosion of internet enabled devices and engagement with social media It’s not just a headache but an anxious headache as market activities are moving at a rapidly accelerating rate.
- 5. The challenge to successfully lead an organization to desired levels of growth has never, in our lifetime, been more difficult.
- 6. The historic internal approaches to enhancing value and driving organic growth are insufficient.
- 7. Finding better ways to explore market opportunities is on the minds of most leaders…
- 8. ….and asking more of your people has its limits.
- 9. Innovation AND Collaboration ...is the mantra.
- 10. We have entered into a new era of rapidly expanding complexity and opportunity that requires new leadership mindsets and execution capabilities to enable growth.
- 11. Looking Back The Rear View Mirror
- 12. 70’s and 80’s…mass consumption “build it and they will come”
- 13. An era of relative
- 14. Complex Adaptive Systems Vast and Growing VARIABLES TO CONSIDER Many Operations Level Innovation “TQM” Few Clear Low Moderate High and Epic DEGREE OF UNCERTAINTY
- 15. Mid to late 90’s and into the first decade of the 21st century, businesses became more complicated and leaders began to think more holistically across the value chain, looking for growth and efficiency.
- 16. Complex Adaptive Systems Vast and Growing VARIABLES TO CONSIDER Many Organization Innovation “Transformation” Operations Level Innovation “TQM” Few Clear Low Moderate High and Epic DEGREE OF UNCERTAINTY
- 17. Clear and Complicated characterized by
- 18. Looking Forward The Windshield View
- 19. Our society has changed….we are: Mobile Global Technically capable Independent Willing to share information Highly interconnected
- 20. The tectonic forces have shifted the ground underneath our feet. Mass customization comes to the consumer experience.
- 21. A new era of rapid, market-led value creation …think nature, evolution, mutation
- 22. The intersection of digitally educated people and advanced technology has created the opportunity for a unique experience with each consumer …access to products and services when, where and how they want it.
- 23. The Shifting Balance towards Value Co-Creation Vast and Market Enabled Growing Innovation VARIABLES TO CONSIDER “Value Co-Creation” Many Organization Innovation Balance “Transformation” of Power Operations Level Innovation “TQM” Few Clear Low Moderate High and Epic DEGREE OF UNCERTAINTY
- 25. Examples Medicine The Way It Should Be Consumer Buying Power Common Interest Who Needs An New Product Insurance Development Agent?
- 26. …is a dramatic The Consequence rethinking of organizations and of shift in these how they function tectonic forces to create value and get work done.
- 27. Rapidly forming networked “communities”
- 28. Business leaders must learn to share control – “the steering wheel” – with consumers.
- 29. Do you have “Gen-Net™” leadership who think this way and can guide your organization through this dramatic change? Where to Begin?
- 30. Some Guiding Principles • Don’t fight it: embrace complexity, the network and the rapidly developing consumer behaviors. • Think of your organization structure as inclusive of the messy external network of person-to-person consumers and communities. • Anticipate and reward a culture of exploration. You’ll be more effective at attracting and retaining Gen-Net leaders. • Begin to shift your mindset about leadership from “top down” to “bottom up” to support the innovation on the edge of your organization. • Quickly prepare for and start to take greater market risks than you are comfortable with because your business is likely at greater risk than you realize.
- 31. Ready, or Not? www.theclariongroup.com