Strategy and co-creation thinking
Abstract
Purpose
The authors propose that platforms of stakeholder engagement can become the new basis of enterprise value creation.
Design/methodology/approach
The authors report on how new co-creation engagement models can be designed all across the value chain of enterprise activities.
Findings
According to the authors' studies of leading firms, strategy making has become a joint process of co-creative discovery, as enterprises devise and develop new opportunities together with customers, partners and other stakeholders.
Research limitations/implications
Case examples of implementation at leading companies are offered.
Practical implications
Leaders will have to manage a process of value creation from a stakeholding-individual and experience-based perspective.
Originality/value
The article challenges leaders to question why companies should be limited by the internal competencies of the firm when co-creation platforms could provide access to greater competencies through a well-developed global resource base.
Keywords
Citation
Ramaswamy, V. and Ozcan, K. (2013), "Strategy and co-creation thinking", Strategy & Leadership, Vol. 41 No. 6, pp. 5-10. https://doi.org/10.1108/SL-07-2013-0053
Publisher
:Emerald Group Publishing Limited
Copyright © 2013, Emerald Group Publishing Limited