I had the opportunity to hear how Nokia has been doing their co-creation. Jussi Mäkinen (@luovanto) gave a speech at a seminar on social media in marketing. Jussi is the marketing manager in charge of co-creation and launching of N900.
I especially liked a few points he brought up in his presentation.
I've talked (pardon, written) a lot about passion. So do Like Minds. The way I see it, these new social media "market squares" can be seen as tribes; communities that take form around one (or few) topics. They can be values, philosophies or ways to act. Most often, however, there is a core doing, something tangible that unites the people coming together.
But whatever that core is, most oftenly the brightest common nominator is passion.
Jussi brought up passion, too. In their search of the new, they came across high professionality, passion and freedom to create. On the other side, there are rigid hierarhcical structures of the official organization who has to cope with all kinds of regulations, even laws, restricting their R&D funcion.
Agility, to my understanding, is the main explanation to why unofficial structures are capable to come up with results and create faster than "the old school". How then does agility live inside our organizations? There's evidence that it doesn't.
There's talk about Facebook generation and High-Performance Teams and Radical Management. We need new kinds of structures to nurture these workers - creators - in their new ways of doing things. The same applies in the public sector!
Gone are the good old days of industrial management, eh?
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