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Collaborating with clients for innovation
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Do curso por Copenhagen Business School
A Liderança nas Organizações do Século 21
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Leading Innovation
Thanks to mature communications and transportation networks, it has never been easier for low cost producers to market low priced products and services all over the world. Because of this, companies -- especially those not located in low cost regions -- need to innovate, in order to keep offering products and services that are better, even if they aren't cheaper. In the 21st century, the capacity to innovate has become extremely important to business success. And it's the leader's job to create the conditions in which her or his people can innovate effectively. A leader must espouse principles, processes, and practices that allow the organization to innovation better than its rivals. How to do this? How would YOU do it?
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Robert AustinProfessor, Management of Creativity and Innovation
Department of Management, Politics, and Philosophy
Shannon HesselAssistant Professor of Art, Leadership and Entrepreneurship
Department of Management, Politics, and Philosophy
In this session, we consider the questions to what degree do we wish to invite our
client, customer or end user into our innovation process and
when is one approach more appropriate than another.
As we consider options raised by different case examples, let's keep in mind our
understanding of what it means to collaborate with others for
the purpose of innovation.
Close collaboration, like the kind we saw practiced at IDEO,
means that a group goes into a process with no predetermined idea of the outcome,
but a shared purpose for what they hope to achieve.
Participants engage in empathetic listening,
to understand the perspectives of others.
And they build on the ideas of others to make their own contributions.
Everyone is engaged.
The process is designed to encourage a balanced conversation so
that no one person or idea dominates.
And the group together shares control of the process and the outcome.
Co-creation with clients can aspire to close collaboration but
it can also like collaborative work appear in many diverse forms.
It won't always look like close collaboration nor should it.
So again, our aim is to become more precise about what we mean by co-creation
in a particular context, so
that we can become more precise in how we organize and lead it.
So let's consider a range of examples that vary across a spectrum
between what we will refer to as an expert mindset and a participatory mindset.
When an innovation process is initiated with the expert mindset,
those leading the process operate with a belief that they, as designers or
engineers, have the expertise required to best address the innovation objectives.
While they may engage in research to understand client or
user interests, behaviors, and worldview they assign the client or
user a passive role in the process.
Users become subjects of study while experts determine the innovation process
and outcome.
The belief inherent in this approach is that the expert is
best position to produce an innovation that will create a new market,
or set a new standard in the industry.
That will exceed customer expectations, or propose new ways of living that depart
from current user experiences, or users ability to articulate their needs.
In Jim Barton's discussion with SMA's head of engineering,
Susan Akita, the design driven innovation option falls at this end of the spectrum.
As we move across the spectrum, the client or
end user takes an increasingly active roll in innovation processes.
Until at that farthest end, they can be considered an equal member of the team.
One who brings critical expertise to bear on addressing the task.
When an innovation process is initiated with a participatory mindset,
organizations invite people who will benefit from the innovation
into the creative process as partners.
Doing so they recognize an opportunity for value creation by
including the perspectives and expertise of clients or end users in the process.
The participatory mindset also reflects the belief that people affected by
a decision, event or innovation should have the opportunity to influence it.
Through inclusion, the process can foster empowerment.
Participants can gain mastery over issues of concern in their lives.
Become more informed, more skilled, and more involved in decision making and
experience an improved quality of life.
Boeing's Moonshine Shop offers one variation in the direction of
a participatory approach.
Their end users are their colleagues, Boeing's managers, engineers,
mechanics and diverse workers on the factory floor.
The Moonshine's innovations aimed to improve the quality of work life for
these workers, addressing safety and ergonomics, and
supporting their work through diverse services.
They actively solicit requests from colleagues for process improvements.
And they seek their ongoing feedback on prototypes and proposed solutions.
IDEO offers a range of options along the spectrum.
In addition to providing clients with the opportunity to hire IDEO's teams of
experts to produce innovation on their behalf.
They also offer opportunities for
clients to collaborate with them on the process of innovation.
They call this radical collaboration.
And they involve the clients in the process on a daily basis.
Now with this option they sell clients an opportunity to co-create with IDEO and
to cultivate the client's own internal capacity to be innovative.
IDEO has found this approach to be valuable when producing disruptive
innovation as according to CEO Tim Brown, the more disruptive an innovation is from
a user standpoint, the more disruptive it is from a business standpoint as well.
Clients need IDEO's partnership in implementing organizational change
to support the innovation.
IDEO needs the client participation in order to ensure that their innovation
is well-suited to the clients' organizational culture and capabilities.
Interestingly, the alternative to design driven innovation that Barton and
Akita discuss, user driven innovation
is not diametrically opposed to design driven innovation on this scale.
But it does move in the direction of a more participatory approach, depending on
whether users or lead users are engaged in passive or active involvement.
Now a classical approach to engaging lead users might be to study them
from the mindset of an expert.
And to use that research to inform innovation.
Now what Barton and Akita discuss, however,
is a more active approach to engaging lead users.
In the case of SMA airplane pilots, in a co-creation process,
by providing those pilots with toolkits to share in the making process.
SMA's engineers and designers still maintain a degree of control over
the design, they create the toolkit,
and they propose certain options within which the pilots can contribute input.
But they gain several benefits from involving experts in that process.
Let's consider one last example.
The work of non-profit design firm project H, described by founder,
Emily Pilloton in her TED talk.
It offers a radical example of participatory innovation.
Pilloton and her partner Matthew Miller work with the superintendent of education
in Bertie County to transform their struggling public education system.
As you watch the video you can consider how Pilloton and
Miller engage Bertie's teachers, students, and community in the design process.
Now notice that their approaches vary across different facets of their work.
In the case of redesigning the computer lab,
Pilloton takes an expert driven approach to design.
Doing so, she proposes a new meaning for
the space as a collaborative environment rather than as a kill and drill facility.
Alternatively, she takes a participatory approach when collaborating with
teachers to design the learning landscape, implicating them in the process.
So that they can bring their expertise to bear on the outcome and
take ownership of the ongoing development and delivery of the learning event.
Now Pilloton and Miller also take a participatory approach to innovation
in the studio when they transfer the capacity to be innovative to students
by educating them in design skills and empowering them to take further action and
transform their communities.
So, how do we determine which approach to use,
along the spectrum from expert driven to participatory innovation?
The cases we've discussed propose a set of motivations for
choosing to invite collaboration with clients and users.
For example, when important expertise lies with the user or
client that is considered critical to producing innovation.
Or when client involvement and ownership is critical to on-going success, for
example, when clients played a critical role in implementing a new innovation
platform, a strategy, a process, or service in their organization.
When there's a demand for a highly customized or unique outcome and
the client is willing to purchase the experience or
opportunity to co-create with experts.
Or when clients have the time, the motivation, the knowledge, and
expertise to collaborate fully.
Also when there exists a large gap in world view between those leading
the innovation process and the clients or end users.
For example, in Bertie County, Pilloton and Miller needed to learn what mattered
to the students and their community in order to understand how best to design for
real change and to empower the participants in the process.
Now an expert oriented approach to innovation becomes more appropriate when
clients are limited in their motivation or ability to fully participate.
Or, when an innovation aims to propose future ways of living, or
address future needs and opportunities to clients and
users which they're not yet able to articulate.
This approach also enables organizations to retain more control over the outcome.
While it is not always an easy proposition to invite clients and
users into close collaboration benefits include an opportunity to access
the situated expertise of the people whose work is to be impacted by the change.
To provide people with resources and
processes to act in their current situation.
To achieve client buy in and investment.
To reduce the risk of acceptance for the innovation.
And to increase the likelihood of organizational change or transformation.
I look forward to hearing your reflections on these options.
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