Competing through co‐creation: innovation at two companies

Abstract

Purpose

This paper aims to discuss how two innovative firms – the French telecommunications firm Orange and the California‐based global networking firm Cisco – have gained competitive advantage from using the co‐creative enterprise business concept to generate sustainable growth.

Design/methodology/approach

The paper describes in detail the approach at Orange, which is on co‐creating experience environments with customers and industry mavens, and at Cisco, where the focus is on co‐creating the management of risk and reward.

Findings

Companies that have learned how to manage the process of creating unique value with customers and other stakeholders have developed engagement programs and processes that enable interactions among all stakeholders everywhere in the system, with the goal of creating greater value by fostering more rewarding or more valuable experiences.

Research limitations/implications

Two case examples of innovative practices are presented.

Practical implications

Orange's R&D and marketing processes have attracted lead‐users and early adopters, who are extremely valuable since they are more likely to be content co‐creators and the core adopters of their services. Cisco is attempting to extend its co‐creative governance frameworks through collaborative interactions with its customers and partners.

Originality/value

The paper alerts leaders that business and society are moving towards an individual‐ and experience‐based view of co‐creative engagement among individuals and institutions – outside and inside enterprises.

Citation

Ramaswamy, V. (2010), "Competing through co‐creation: innovation at two companies", Strategy & Leadership, Vol. 38 No. 2, pp. 22-29. https://doi.org/10.1108/10878571011029028