• •  Dirección Comercial

    ¿Está preparado para la co-creación? ART-1535 

    Ramaswamy, Venkat

    IESE (España)

• La gran multitud de redes sociales actuales, desde Facebook a YouTube o los blogs, da fe del nuevo paradigma conocido como "co-creación", que el
  autor de este artículo definió hace algunos años y que, a su juicio, va a imponerse en todo el mundo. La co-creación es el proceso por el que las empresas y sus grupos de interés desarrollan conjuntamente productos, servicios y experiencias abriendo todo un nuevo universo de valor. Aunque cada vez lo emplean más algunas organizaciones adelantadas, el autor opina que la sociedad parece estar más preparada que la mayoría de las empresas para abrazar un proceso que está definiendo ya el paisaje del futuro. Para subirse a este tren, las empresas han de dejar de pensar en los consumidores como meros receptores de valor, a quienes tradicionalmente han ofrecido bienes y servicios, y hacerlas partícipes como co-creadores de valor en todos los frentes. En las grandes empresas establecidas este cambio empieza por co-crear una experiencia única para el empleado en el seno de la organización. Después, pueden construir una plataforma de participación co-creativa con cuatro pilares básicos: diálogo, acceso, riesgo y transparencia (DART). Si practica bien este modelo, su empresa se convertirá en un magnífico árbol que dará todo tipo de frutos.
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• •  Dirección Comercial

    Are You Ready for the Co-Creation Movement? ART-1535-E 

    Ramaswamy, Venkat

    IESE (España)

• The plethora of social networking tools available today, from Facebook to YouTube to blogs, attests to the new paradigm known as ¿co-creation,¿ which
  the author first described several years ago and now says is poised to take the world by storm. Co-creation is the process by which products, services and experiences are developed jointly by companies and their stakeholders, opening up a whole new world of value. Though increasingly being employed by certain progressive organizations, the author finds that individuals appear to be more ready than most enterprises to embrace what is fast defining the landscape of the future. To be ready, firms must stop thinking of individuals as mere passive recipients of value, to whom they have traditionally delivered goods and services. Instead, firms must seek to engage people as active co-creators of value on every front. For large, established organizations, it starts by co-creating a unique employee experience inside the organization. Then you can cultivate a co-creative engagement platform based on four basic building blocks: Dialogue, Access, Risk-Reward Assessment and Transparency (DART). Practiced effectively, your organization can grow into a mighty tree, from which all kinds of fruit will be ripe for the taking.
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• •  Dirección Estratégica

    Co-opting Customer Competence (Harvard Business Review Article) HBS-R00108-E 

    Prahalad C. K.; Ramaswamy, Venkatram

    HBSP (USA)

• Major business trends such as deregulation, globalization, technological convergence, and the rapid evolution of the Internet have transformed the roles
  that companies play in their dealings with other companies. Business practitioners and scholars talk about alliances, networks, and collaboration among companies. But managers and researchers have largely ignored the agent that is most dramatically transforming the industrial system as we know it: the consumer. In a market in which technology-enabled consumers can now engage themselves in an active dialogue with manufacturers--a dialogue that customers can control--companies have to recognize that the customer is becoming a partner in creating value. In this article, authors C.K. Prahalad and Venkatram Ramaswamy demonstrate how the shifting role of the consumer affects the notion of a company's core competencies. Where previously, businesses learned to draw on the competencies and resources of their business partners and suppliers to compe
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