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.