Vadim Shiryaev, President of SOMAR (Business Development Organizations Union), Russia Co-creation as a breakthrough approach in Knowledge Economy

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Co-Creation: Knowledge Management
and Innovation in the 21st Century
Vadim Shiryaev
International business expert
1. Vadim Shiryaev.
2. Co-creation Definitions.
3. Evolution of co-creation and case studies.
4. KM and co-creation/ Marketing and Co-creation?
5. Why do we need co-creation?
6. Requirements for successful co-creation .
7. Results and conclusions.
Content

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1. Vadim Shiryaev.
2. Co-creation Definitions.
3. Evolution of co-creation and case studies.
4. KM and co-creation/ Marketing and Co-creation?
5. Why do we need co-creation?
6. Requirements for successful co-creation .
7. Results and conclusions.
Content
1.1. About Vadim Shiryaev
President of SOMAR (Business
Development Organizations Union).
KM Russia leader.
MAKE Award Russia representative.
International business expert. Co-author of
several KM and Innovation technologies.

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Visited:
more than 50 countries and 200 cities.
Studied:
in Russia, USA, Japan, UK...
Conducted workshops and lectures:
in Singapore, Bangkok, India, South
Africa, UK, Kyrgyzstan, Kazakhstan,
Ukraine, Belarus, Russia, Armenia
and Baltics countries
…more than 20 countries.
1.2. Vadim Shiryaev. Multicultural Experience.
1.3.1. Flash-Point
– a technology for creating and developing physical
team co-creation
1.3.2. H.E.A.R.T.-Management
– a technology for making innovation and customers
involvement
1.3.3. First Draft of Synergy Co-creation Methodology
1.3. Vadim Shiryaev. Technologies.

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The unique technology that includes
hundreds of brainstorming and facilitation
techniques as well as special requirements
for infrastructure, team members, time
and place.
Since 2004 we conducted more than a
hundred public events (from 10 to 1000
people) in FlashPoint format.
1.3.1. Flash-Point
The technology for strategic development of the company. Helps us
better organize decision making process within different functions.
1.3.2. H.E.A.R.T.-Management

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Like Nancy Dixon said at KM Asia 2014, Vadim reminds Johnny
Appleseed* that spreads KM and Co-Creation all over the world.
*John Chapman, often called Johnny Appleseed, was an American pioneer who introduced apple trees to
large parts of United States spreading apple seeds everywhere he went.
1.4. Vadim Shiryaev.
Conclusion
#1.
Basing
on
my
experience,
Flash-­‐Point
and
H.E.A.R.T.
technologies
I
now
invest
my
�me,
knowledge
and
energy
into
development
of
Co-­‐Crea�on
methodology

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1. Vadim Shiryaev.
2. Co-creation Definitions.
3. Evolution of co-creation and case studies.
4. KM and co-creation/ Marketing and Co-creation?
5. Why do we need co-creation?
6. Requirements for successful co-creation .
7. Results and conclusions.
Content
What is co-creation?
Co-creation is a collaborative initiative which operates like
crowdsourcing by seeking information and ideas from a group
of people. There is, however, one crucial difference. The call is
not put to an open forum or platform but to a smaller group of
individuals with specialized skills and talents.
http://dailycrowdsource.com

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What is co-creation?
Co-creation – a business strategy focusing on customer
experience and interactive relationships. Co-creation allows and
encourages a more active involvement from the customer to
create a value rich experience.
http://www.businessdictionary.com
What is co-creation?
Co-creation is a very broad term with a broad range of
applications. We define co-creation as any act of collective
creativity that is experienced jointly by two or more people.
How is co-creation different from collaboration? It is a special
case of collaboration where the intent is to create something
that is not known in advance.
http://www.osbr.ca/

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What is co-creation?
Сo-creation is a theory of interactions. It involves changing
the way the organization interacts with individuals, including
employees, customers or any stakeholder. More specifically, co-
creation involves setting up new modes of engagement for
these individuals – platforms, in the jargon – that allow these
individuals to insert themselves in the value chain of the
organization.
http://francisgouillart.com/
What is co-creation?
Co-creation is the practice of developing systems, products, or
services through the collaborative execution of developers and
stakeholders, companies and customers, or managers and
employees. Isaac Newton said that in his great work, he stood
on the shoulders of giants. Co-creation could be seen as
creating great work by standing together with those for whom
the project is intended.
http://en.wikipedia.org/wiki/Co-creation

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Thank
you
for
your
feedbacks!
This
year
we
collected
and
processed
more
than
100
opinions,
thoughts,
ideas...
It
means
that
only
together
with
you
and
with
other
par�cipants
of
the
KM
world
events
we
could
create
the
unique
methodology!
What is co-creation?
Co-creation is anything created whether tangible or intangible
by more than 1 person collaborating together.
David Gurteen

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What is co-creation?
Co-creation = cooperation + collaboration + contribution
Madanmohan Rao
What is co-creation?
Co-creation is when two or more people come together as a
collaborative team, with a strong desire to create something
beyond their individual capabilities, and not knowing, but fully
trusting the precise outcome.
Ron Young

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What is co-creation?
Co-creation is an approach for multicultural, cross-
competence and collaborative teams within supply
constellations to enhance the creation of new value for each
team member. Co-creation achieves this by developing a
mutual self-developing product designing (decision making)
process based on consciousness of the need and real desire to
work for the common good!
Vadim Shiryaev
Conclusion
#2.
Our
challenge
is
to
co-­‐create
the
co-­‐
crea�on
methodology
using
exis�ng
one
in
order
to
make
it
be�er
and
be�er
con�nuously.

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1. Vadim Shiryaev.
2. Co-creation Definitions.
3. Evolution of co-creation and case studies.
4. KIM and co-creation/ Marketing and Co-creation?
5. Why do we need co-creation?
6. Requirements for successful co-creation .
7. Results and conclusions.
Content
3.1. Co-creation projects:
International experience

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Crowd coursing, collaboration, crowd
storming, cooperation, co-creation,
ozarenie…?!
Disney
developed
first
«Combo
Pack»
that
included
DVD
and
Blue-­‐Ray
disks
3.1.1. Combo Pack

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In
2008,
Blu-­‐ray
high
defini�on
home
entertainment
format
emerged.
Disney
believed
in
and
commi�ed
to
the
quality
of
the
Blu-­‐ray
format.
But
one
of
the
biggest
benefits
of
Blu-­‐ray
disc
players
–
the
capability
to
also
play
DVDs
–
was
lost
on
many
consumers
and
they
were
s�ll
buying
DVDs.
Disney
gathered
these
insights
from
its
communi�es
and
developed
«Combo
Pack»
that
included
DVD
and
Blue-­‐ray
disks.
That
encouraged
customer
adop�on
and
sales
of
the
new
format
increased.
Combo Pack
Kraft Foods racked up $100M after the
first 6 months of South Beach Diet food sales.
3.1.2. South Beach Diet

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Kra�
Foods
was
looking
for
a
way
to
engage
with
consumers
to
understand
their
a�tudes
and
desires
around
successful
weight
loss.
Kra�
partnered
with
consumers
throughout
every
phase
of
the
popular
diet
«South
Beach».
Kra�
developed
adver�sing
campaign
to
educate
consumers
about
the
South
Beach
Diet
and
its
benefits
and
also
suggested
a
range
of
products
for
the
every
phase
of
the
diet.
Kra�
racked
up
$100M
a�er
the
first
6
months
of
South
Beach
Diet
food
sales.
South Beach Diet
The
Large
Hadron
Collider
(LHC)
is
the
world's
largest
and
highest-­‐energy
par�cle
accelerator,
and
considered
"one
of
the
great
engineering
milestones
of
mankind
3.1.3. The Large Hadron Collider

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The Large Hadron Collider
Building
the
components
of
both
the
accelerator
and
the
detectors
was
a
truly
interna�onal
effort.
Layer
upon
layer
of
electronic
sensors
had
to
be
wired
and
connected
by
hand,
which
meant
up
to
300
people
a
day
working
in
the
against
each
other.
Squeezing
each
piece
into
place
was
"like
solving
a
wooden
puzzle"
-­‐
there
was
only
one
possible
way
of
doing
it.
The company's most fuel-efficient airliner and the world's
first major airliner to use composite materials as the primary
material in the construction of its airframe.
3.1.4. Boeing Dreamliner

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During the late 1990s, Boeing began considering replacement
aircraft programs as sales for the 767 and Boeing 747-400 slowed.
The global airline market was disrupted by the September 11, 2001
attacks and increased petroleum prices, making airlines more
interested in efficiency than speed.
Boeing Dreamliner
Boeing’s approach to the 787 was the
epitome of global collaboration. The
project included over 50 collaborator
strategic partners from over 130
locations working together for more
than four years.
3.1.5. PANASONIC
Bread Maker
Prerequisites: Glutted market of
household appliances:
By 1977, 95.4% of Japanese
households have color TVs,
94.5% of vacuum cleaners,
98.4% - refrigerators, 98.5% -
washing machines and 94.3% -
irons. In addition, due to the
low prices have improved their
position in the market of new
competitors from industrialized
countries.

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PANASONIC
Bread Maker
Action: A team of about 1400 employees was collected from
different departments. The integration has helped to diversity.
Different cultures, different "languages" approach to work.
Creating a mixed working groups, addressing common
problems.
The group of people went to a woman, who was preparing the
best bread with own hands. They saw the technology, started
to learn from that woman and then found a technical solution
for that.
PANASONIC
Bread Maker
Result:
Innovation - first bread maker
machine, not having analogies.
536 000 bread makers were sold
in a year around the world.

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Bri�sh
Airways
introduces
the
world’s
first
«Beds
in
Business»
3.1.6. Beds in Business
Bri�sh
Airways
–
In
the
90’s
the
business
situa�on
became
increasingly
challenging
for
BA.
Revenues
were
declining,
as
was
loyalty
to
the
brand.
They
ran
a
series
of
Big
Talk
workshops
with
business
travelers,
senior
management
and
designers
to
co-­‐create
new
innova�ons
for
the
business.
As
a
result
Bri�sh
Airways
launched
the
world’s
first
“Beds
in
Business”
in
2000,
increasing
revenue
per
seat
by
60%
and
doubling
customer
sa�sfac�on
in
the
first
year.
«Beds in Business»

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Heinz
created
Club
57
that
helped
to
solve
over
100
different
business
challenges.
3.1.7. Club 57
At
a
�me
when
no
food
manufacturer
is
immune
to
the
threat
of
increasing
sales
of
supermarket
own-­‐label
offerings,
Heinz
needed
a
strategic
partner
to
help
them.
Heinz
created.
From
immediate
decisions,
such
as
changing
packaging
design
or
crea�ng
new
variant
flavors,
to
long-­‐
term
decisions
like
launching
new
product
variants
Heinz
now
use
their
Club
57.
Since
the
incep�on
of
the
partnership,
Club
57
has
helped
Heinz
to
solve
over
100
different
business
challenges.
Club 57

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3.1.8. Icelandic Constitution
The
cons�tu�on
was
approved
on
20
October
2012
by
referendum.
Between 2009 and 2013 Iceland's constitution was
profoundly revised through a ground breaking crowd-
sourced process. 25 ordinary people drew up a document
on the Internet with the help of hundreds of volunteers. The
Constitutional Council has published the first draft in April
2011 on its website, and then allowed citizens to comment
on it via this page Facebook. The
cons�tu�on
was
approved
on
20
October
2012
by
referendum.
Icelandic Constitution

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The Icelandic constitutional process included three original features.
So-called National Forum—an upstream consultation of a demographically
representative mini-public of 950 quasi-randomly sampled citizens
An assembly of constitution drafters selected from a pool of 522 citizens
that purposely excluded professional politicians. The resulting council was
characterized by relative gender balance and diverse professions.
The decision by these 25 constitutional drafters to use social media to open
up the process to the rest of the citizenry and gather feedback on 12
successive drafts. Anyone interested in the process was able to
comment on the text using social media like Facebook and Twitter, or
using regular email and mail. In total, the crowdsourcing moment generated
about 3,600 comments for a total of 360 suggestions.
Icelandic Constitution
3.1.9. CANON. WORLD OF EOS
Canon identified the key insight that
“Great photography is not about technology, it’s
about inspiration.
And the best inspiration comes from connecting
with other photographers and their photos”

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CANON. WORLD OF EOS
h�p://www.canon.com.au/en-­‐au/worldofeos/home
CANON. WORLD OF EOS – IDEA
inspiration together with
collaboration. Creative collaboration!
big idea was ‘Canon EOS takes your photography to
the next level’
multi-channel platform based on 3
simple principles of photography – ‘Learn’ ‘Challenge’
and ‘Exhibit’

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CANON. WORLD OF EOS.
KEY RESULTS
50.000 members in just 12 months and 5,6 million of
visitors. One of the faster spreading communities of photography
67% market share
Brand awareness up from 26% to 40%
value by 44%. Price premiums
were never lost
*http://www.leoburnett.com.au/Sydney/Case-Studies/world-of-eos
*http://www.spikes.asia/winners/2012/effectiveness/entry.cfm?
entryid=668&award=101&order=9&direction=1
3.2. What about Russians companies?

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3.2.1. International Industry
University
Fundamentally new quality educational program
for TOP managers
International Industry University
Corporate University of Russian Railways wanted
to buy an educational program for Top managers
from Cambridge University.
During negotiations the idea came not to buy the
program but create it together with support of
SOMAR and Knowledge Associates.
4 different business cultures
used their strongest merits
to create a brand new
education program.

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Our team assets
Innovation development experience
Confidence
Solid
approach
Technologica
l
approach
Creativity
Business
value
Systems
approach
Infrastructural
capabilities
AR
CU
KA
SOMAR
All
together
Business tasks of
the holding company Academic knowledge
Expertise of the
business
Stage I. Integration
New Approach to Business Education Organization
Stage II. Development of training programs
for Russian Railways holding company executives with the participation
of foreign and Russian partners in the area of business education
Stage III. Training and development
Actual knowledge and best
practices via training
Project-based approach.
Development of projects
Generating new knowledge
at RZD holding company
We’ve accelerated the knowledge life-cycle

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International Industry University
KEY RESULTS
The university can teach 5 000 TOP managers
The university can teach TOP managers CONTINUOUSLY
A system which allows to give actual knowledge from all over the
world
The opportunity to implement actual knowledge
from all over the world adapted to transportation industry
First TOP managers teams started not only participating in co-
creation but educating others
3.2.2. Legal Ideas Factory
Russia's
largest
law
firm
and
regularly
rising
standards
of
product
quality

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1. Russia's largest law firm and regularly rising standards
of product quality
2. Established a process that involves lawyers, industry
associations, representatives of MLM-Network,
customers and even fans of Spartacus ☺
3. Introduced a legal culture in various communities across
Russia
4. People began to ask for support BEFORE something
happens. Preventive measures
Legal Ideas Factory
3.2.3. «Dolka Bar» Project
About the Company: the cafe, which is called
by the name of it’s creator and owner
Sergey Doli — one of the most popular
bloggers in Livejournal, photographer and
professional traveller.
Mission: to make a platform, where friends,
bloggers and all people who love travelling
can come together and share experience
and impressions
Target audience: active travellers, bloggers
The meeting place for those, who like to explore the world

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Concept of co-creation cafe
Dolkabar it’s a place for
meeting of those who are
ready to discover the world…
We can do it by yourself,
you can share your photo &
impressions to us and our
guests… Or you can come
and listen others, look
photo, plan your trip, ask
advice…
«Dolka Bar»
Task: сreate an atmosphere where
you can share your impressions,
bring reports and photographs to tell
the audience about the travel,
together to discuss, plan trips.
Results:
1) Established a successful
restaurant, where friends, bloggers
are gathering and having fun;
2) Those who co-created the BAR
now co-create the FRANCHISE and
want to buy it themselves.

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3.2.4. BizOn Track Show
The BizOn Company’s customers each year answer to the questions
about developing innovation, making the product simpler and
increasing quality of the service.
BizOn Track Show
More than 30,000 visitors each year enjoy wild tractor races.
Fearless drivers at the high-speed circuit with challenging obstacles
put their tractors on back wheels, made parallel cabin-deep dives
into a ditch, emerged from the water and divided again into a mud
pool.
Participants get fun, enjoy the event and become aware of desired
product, also bring an infinite amount of innovation, improvement
and simplification.
The distribution company increases sales and gets answers to the
following questions:
1. How to take care of their customers
2. Innovation decisions about design and technology
3. Isights of customer needs

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3.3. What about us?

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3.3.1. East-West Marketing Summit.
Collaboration Project
We start at 2004. We’are doing it 12 years
Key goals:
- find best marketing tools
- find best solutions on positioning & promotion
3.3.1. East-West Marketing Summit.
Collaboration Project
1200 experts
Participants from more than 100 cities
and 10 countries
Key results:
A. Communities of practice
B. Culture with specific attributes

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3.3.1. East-West Marketing Summit.
Collaboration Project
Key results:
A. Table with all marketing tools
B. Knowledge base best business cases

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3.3.2. JEROI Flash-Point.
Co-creation project
Annual
mee�ng
of
fast
growing
businesses
representa�ves
+
key
experts.
We
stared
at
2006
Key
goals:
-­‐ develop
physical
co-­‐crea�on
-­‐ decision
making
process
3.3.2. JEROI Flash-Point.
Co-creation project
Key results:
whole supply chain create together! More 300.
Every year we update the set of rules
the methodology for business development:
HEART-Management
Methods & tools for physical team-work,
brainstorming and co-creation: Flash-Point

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3.3.2. JEROI Flash-Point
In
2010
par�cipants
co-­‐created
the
idea
of
monthly
mee�ngs
in
Moscow.
We
call
it
Top-­‐Class
Interna�onal
Club.
There
par�cipants:
• develop
School
of
Posi�oning
project,
• exchange
the
ideas
of
how
to
grow
fast,
• help
each
other
to
archive
results
Every
businessman
from
Russian
regions
can
can
join
via
Internet.
70

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3.3.3. TOP-CLASS.
Synergy co-creation
Business club. We started at 2012. Key principles:
1. monthly meetings in Moscow
2. collaborative business-culture
3. sharing experience of the pilot projects results
4. based on our Flash-Point and HEART technology
Key results:
1. businesses are involved in development of each other
2. are founding joint ventures
3. involving new participants by this way
3.3.3. TOP-CLASS.
Synergy co-creation
Who are they ?

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Added
Value
Chart
Suppliers
Customers
Scien�sts,
Culture
Bloggers,
Governments,
Society
Company
«Baikal»
Purpose
of
the
project:
To
create
new
knowledge-­‐resource
which
is
so
a�rac�ve
to
make
everyone
(100
million)
sincerely
invest
their
�me,
money
and
reputa�on
in
the
co-­‐
crea�on
of
the
project
and
a�ract
others
in
the
project
Baikal
is
one
of
the
greatest
pure
lakes
in
the
world,
stretched
over
the
surface
of
the
planet
at
600
km.
Baikal,
the
deepest
lake
in
the
world
is
located
in
the
south
of
Siberia
and.
Target
audience:
People
interested
in
leaving
a
legacy
for
future
genera�on.
Idea
of
project
–
June
2014
Start
of
the
project
–
September
2014
Stage
of
development:
Elabora�on
Mission:
To
unite
the
interested
people
in
a
one
movement,
promo�ng
the
protec�on
and
development
of
Lake
Baikal
as
a
world
cultural
value.

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«VILAVI»
About
company:
The
first
company
engaged
in
the
preserva�on
of
youth.
Has
about
100
thousand
customer
in
20
countries.
Mission:
Crea�on
of
natural
and
safe
products
for
the
extension
of
youth
ac�ve
state.
Target
audience:
Those
who
really
understand
the
value
of
health
and
want
to
invest
in
it.
We
save
your
health
&
youthfulness
«Belokurikha»
The
largest
network
of
health
centers
in
Siberia
that
provides
a
full
range
of
health
services
• It
consists
of
the
sanatorium
of
the
Altai
such
as
"Belokurikha",
"Siberia",
"Katun”,
resort
clinic
and
health
center
"Waterworld"
and
"Stables".
• There
are
about
1600
people
can
improve
their
health
at
the
same
�me
and
about
30
000
per
year.
Mission:
To
restore
and
enhance
the
health
of
the
guests,
ensuring
their
sa�sfac�on
from
the
resort.
Target
audience:
30-­‐60
year
old
men
and
women
who
care
about
their
health.
About
company:
the
largest
health
and
wellness
center
in
Belokurikha
city.

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«Utes»
Place
for
a
family
development
About
company:
The
Park
Hotel
is
located
in
the
Chelyabinsk
region
between
two
lakes.
The
major
advantage
of
the”Utes”
is
the
territory
of
8.5
hectares
of
forest.
Mission:
To
give
a
family
�me
to
be
alone
with
each
other
and
spend
the
�me
that
will
stay
in
the
memories
for
a
long
�me.
Target
audience:
Families
with
one
or
more
children
who
value
their
rela�onship,
glad
to
find
�me
to
be
together
and
focused
on
development.
Children
who
are
very
inquisi�ve.
Co-­‐crea�on
hub
Company
Company
Company
Company
Co-­‐crea�on
hub

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First
Hub.
Health
Co-­‐crea�on
hub
«Baikal»
«Rostelecom»
About
company:
One
of
the
biggest
na�onal
telecommunica�ons
companies
in
Russia
and
Europe,
with
a
presence
in
every
segment
of
the
telecommunica�ons
services
market.
Mission:
Moderniza�on
of
customer
services
system
and
op�miza�on
of
capital
expenditure
with
focus
on
return
on
investment
Target
audience:
The
government
structures
and
all
users
of
telecommunica�ons
services.
Na�onal
telecommunica�ons
operator

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«Hoska»
Our
insurance
solu�ons
are
so
simple
that
can
be
assembled
as
a
constructor
About
company: One
of
the
largest
insurance
companies
in
the
Far
East
with
the
ambi�on
of
entering
the
federal
level.
Mission:
To
create
a
culture
of
«insurance»
and
to
make
a
civilized
market.
Target
audience:
People
who
care
about
what
they
have.
Future-­‐
oriented
Families
with
average
incomes.
«European
Legal
Service»
We
know
all
solu�ons
About
company:
The
largest
law
company
in
the
Russian
Federa�on.
Mission:
To
provide
a
maximum
number
of
people
clear
service
and
establish
a
culture
of
legal
literacy
-­‐
prevent
problems
rather
than
solve
them.
Target
audience:
Though�ul
people
who
are
inclined
to
play
it
safe
or
to
understand
the
problem
before
it
occurs.

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Second
Hub.
Co-­‐crea�on
hub
AXUS’FM
One
Big
Hub.
Life
quality
«Baikal»
Co-­‐crea�on
hub
Co-­‐crea�on
hub
Co-­‐crea�on
hub
Co-­‐crea�on
hub
CPI.27
AXUS’FM

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Conclusion
#3.
We
prac�se
what
we
preach.
1. Vadim Shiryaev.
2. Co-creation Definitions.
3. Evolution of co-creation and case studies.
4. KM and co-creation/ Marketing and Co-creation?
5. Why do we need co-creation?
6. Requirements for successful co-creation .
7. Results and conclusions.
Content

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The 5 Dimensions of Knowledge & Innovation
1.Communication 2.Collaboration 3. KM Process 4.Create & Innovate
Copyright Knowledge Associates Cambridge Ltd 2014
The 5 Dimensions of Knowledge & Innovation
2.Collaboration 3. KM Process 4.Create & Innovate
Copyright Knowledge Associates Cambridge Ltd 2014
1.Communication

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4.2. Сo-creation in KM & Innovation area.
How company can create innovation regularly?
Year Strategy
Investment
& Assets
Methods, tools,
techniques
People
/
benefit
Result
2015
Multi-company
(Synergy)
co-creation
Knowledge,
Reputation,
Passion
Decision making
techniques
Brainstorming
techniques
Culture
Technology of
Cooperation
0,8% /
51,2%
Non stop high-margin,
highly competitive
innovation making in
different markets, where the
interests of all participants
are considered.
2013
Co-creation
PULL
Infrastructure
Knowledge
Reputation
Motivation tools
the loyalty programme
Brainstorming
Techniques
Decision making
techniques in the group
4% /
64%
Regular long-term
reciprocity with the
customers and making
values, in which they are
interested in.
2005
Crowdsourcing
PUSH
Money
Infrastructure
IT-decisions
Brainstorming
Techniques
Information processing
methods
Incentive tools
20% /
80%
Set of different ideas
4.1. Сo-creation in Sales & Marketing area.
How company can develop relationship with clients?
Year Strategy
Investment &
Assets
Instruments
Coverage /
Income
Result
2015 Co-Creation
Time
Knowledge
Culture
Mission
Innovation
Collaboration
Co-creation
0,8% /
51,2%
The customers praise
the company,
participate in creating
the products and
becoming part of the
team
2010 Pull-strategy
Money
Time
Knowledge
Positioning CANNY 4% / 64%
The customers
recommend the
company to others’
2008
Push-strategy Money
Knowledge
Integrated
marketing
communications
20% / 80%
The customers buy
from the company
1999
Involvement
Marketing (like
AIDA)
Money Direct
advertisement
80% / 20%
The customers know
about the company

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Co-creation evolution
PUSH-Strategy
PULL-Strategy Synergy Co-creation
(never stops)
Can you imagine it?
http://youtube.com/v/QAkURGMDMmg

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1. The world becomes more global. Social and technological trends are
in place .
1. There are a lot of examples of Co-creation projects.
2. The methodology is being developed by cross-cultural,
geographically scattered teams.
4.3. Why Global Co-creation is now possible?
76,2% of Developed Countries population is
connected to global network. This number
increases every year.
We found more than 1000 case-studies in
internet. More than 10 books are written on co-
creation.
More than 100 people are participating in this
project.
Conclusion
#4.
The
more
supporters
and
clients
-­‐
the
more
catalysts
are
created
-­‐
the
more
competencies
are
subs�tuted,
the
more
business
results
we
have.
Co-­‐crea�on
will
never
stop!

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1. Vadim Shiryaev.
2. Co-creation Definitions.
3. Evolution of co-creation and case studies.
4. KM and co-creation/ Marketing and Co-creation?
5. Why do we need co-creation?
6. Requirements for successful co-creation .
7. Results and conclusions.
Content
5.1. Why do we need co-creation?
for business (ТОР 3)
1. To create value with and for customers
2. To make highly competitive and high-margin products
3. To get as much recomendations from customer as we can

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5.2. Why do we need co-creation?
within the organization (ТОР 3)
1. To get much more rewards and recognition
2. To have own projects empowered (more budget, more
authority, achievement of greater goals)
3. To achieve high performance and essential results (hold
irreplaceable projects playing key role in the organization)
Conclusion
#5.
Co-­‐crea�on
expands
the
boundaries
of
possible

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1. Vadim Shiryaev.
2. Co-creation Definitions.
3. Evolution of co-creation and case studies.
4. KM and co-creation/ Marketing and Co-creation?
5. Why do we need co-creation?
6. Requirements for successful co-creation
7. Results and conclusions.
Content
6.1. REQUIREMENTS:
Personal (team member)
Social
1. Negotiation skills
2. Communication skills
3. Networking
4. Reputation
5. Position in the society
6. Experience in innovation making
7. Multi-cultural behavior
Individual
1. Passion
2. Knowledge (to be an expert in any sphere)
3. Time management skills
4. The ability to identify connection
5. The ability to predict the future

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6.2. REQUIREMENTS:
The co-creation team
1. Authority in the community with successful outcome
2. Creativity
3. Ability to create innovative solutions
4. Openness to changes
5. Collaborative culture
6. Ability to cooperate
7. Focus on results
1. Have a positioning, reputation.
2. Have a mission - people want
this company to exist for a
REALLY long time.
3. Culture of behavior and the team
work. Culture of reciprocity.
4. Proper communication and
collaboration. Trust and passion
5. Have finished several Pilot
projects within the organization
6.3. REQUIREMENTS:
Organization

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6.4. Steps how to prepare for successful Co-
creation
Identify your current Key Knowledge Assets
Predict the future Key Knowledge Assets
Make Positioning
Develop Mission
Create Culture
Start Co-creation
1
2
3
4
5
6
6.5. Rules and hints
1. A person can't be perfect, but the
team can.
2. The team is unique as protects the
interests of the organization, the
team and the participants.
3. The higher level of competences, the
broader goals we can achieve.
4. Knowledge can't be taken - it can
only be acquired.
5. Helping each other, we help
ourselves.

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Conclusion
#6.
It
is
easier
to
start
co-­‐crea�on.
All
you
need
in
the
beginning
are
passion,
trust,
will
and
culture
–
the
things
you
cannot
buy.
1. Vadim Shiryaev.
2. Co-creation Definitions.
3. Evolution of co-creation and case studies.
4. KM and co-creation/ Marketing and Co-creation?
5. Why do we need co-creation?
6. Requirements for successful co-creation .
7. Results and conclusions.
Content

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The customers made product themselves.
The product is becoming part of the
customer’s life
as they have made it themselves.

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The product is more valuable
as the product is becoming part of the customer’s
life
because they have made it themselves.
The customers sincerely praise the product
everywhere, because they are proud of it
because the product is more valuable
as the product is becoming part of the customer’s life
because they have made it themselves.

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The customers are happy and show how
to involve in the process
as the customers sincerely praise the product
everywhere, because they are proud of it
as the product is more valuable
because the product is becoming part of the customer’s life
as they have made it themselves.
More and more customers are involved in the process
as the customers are happy and show how to
involve in the process
because the customers sincerely praise the product everywhere,
as they are proud of it
because the product is more valuable
as the product is becoming part of the customer’s life
because they have made it themselves.

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The product is becoming more marginal and
competitive
as more and more customers are involved in the process
as the customers are happy and show how to involve in the
process.
as the customers sincerely praise the product everywhere, because they
are proud of it
as the product is more valuable
as the product is becoming part of the customer’s life
as they have made it themselves
The customers seek for making the product better, at the
same time making better the process of making the
product
as the product is becoming more marginal and competitive
because more and more customers are involved in the process
as the customers are happy and show how to involve in the process
as the customers sincerely praise the product everywhere, because they are
proud of it
as the product is more valuable
as the product is becoming part of the customer’s life
as they have made it themselves.

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The customers develop the collaboration culture and the
process of developing product.
as the customers seek for making the product better, at the same
time making better the process of making the product
because the product is becoming more marginal and competitive
as more and more customers are involved in the process
as the customers are happy and show how to involve in the process
as the customers sincerely praise the product everywhere, because they are proud of it
as the product is more valuable
as the product is becoming part of the customer’s life
as they have made it themselves.
The costumers make new products faster, more
competitive, more profitable with more values and
simpler
as the customers develop the collaboration culture and the process
of developing product
as the customers seek for making the product better, at the same time
making better the process of making the product
because the product is becoming more marginal and competitive
as more and more customers are involved in the process
because the customers are happy and show how to involve in the process
as the customers sincerely praise the product everywhere, because they are proud of it
as the product is more valuable
as the product is becoming part of the customer’s life
as they have made it themselves.

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Thank
you!
10. Join us!
We are open for collaboration:
1. We are ready to update you on the progress of the
project, will be happy to receive feedback
2. We invite you to knowledge exchange
3. If you have the knowledge and KM technologies that
you think will be useful in the project – we will be glad to
collaborate

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My question to you
Who will be the football champion of the
World Cup in 2018?
My question to you
Who will be the football champion of the
World Cup in 2022?

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My question to you
(seriously)
When Co-creation will become massive at
Middle East?
What cultural and mindset changes should support
its uprise?
Each of you has 2 pieces of paper.
A. Read! It’s interesting information :-)
B. Tell us what you think:
1) choose one variant of answer
2) share your ideas
1. Please answer the proposed question.
2. Leave the papers on your tables.
3. We will collect them and give the summary