TEAM8 / E-CONCEPT DEVELOPMENT / SEMESTER 2 / INSIGHT REPORT / GROUP 2 INNOVATION EMBASSY. COCREATIONCARDS 11.04.2014 1
“Anne-Lise is a Graphic and Multimedia designer good at gathering ideas and making things work together.”
“Graduated bachelor degree in marketing in 2010 in the university back in Lithuania and as a Multimedia designer in 2013 at KEA in Copenhagen. Working as a senior web designer at a marketing company n Copenhagen.”
“An almost 23 year old free spirit,
who likes a bit of challenge in life. Currently challenged in Copenhagen, at KEA, where she is called the e-concept developer. ”
“A 24 year old multimedia designer with a passion for everything IT. Always friendly and welcoming. Loves to gain new experiences and knowledge”
“Three years of a double degree in
media studies and advertising with public relations in Madrid. Exchange student in International Communication at RUC”
“23 years old, educated as a multi-
media designer from Koge. Has a flair for design and sketching, and also work as a freelancer”
“I am passionate about webdesign
and everything digital. I tend to design simple as my motto is: Make it simple, but significant! (- Don Draper)” 2
TABLE OF CONTENTS 1.0 INTRODUCTION............................................................4 2.0 PROBLEM AREA............................................................4 3.0 CLIENT GOAL...............................................................5 4.0 PROBLEM FORMULATION..............................................5 5.0 CONSTRAINTS..............................................................5 6.0 ANALYSIS.....................................................................5
12.0 CO-CREATION AND GAMIFICATION.............................10
12.1 WHAT IS CO-CREATION...........................................................10 12.2 GAMIFICATION.......................................................................10 12.3 SUB CONCLUSION.................................................................11
13.0 PROJECT MANAGEMENT BREAKDOWN.......................11 14.0 CONCLUSION...........................................................12 15.0 SOURCES.................................................................12 16.0 APPENDIX................................................................13
7.0 COMPANY DESCRIPTION...............................................5 8.0 TARGET GROUP.............................................................6 8.1 POTENTIAL DECISION MAKERS / INVESTORS...............................6 8.2 POTENTIAL COCREATIONCARD USERS.........................................6
9.0 ANALYSING EXISTING PRODUCT....................................7 9.1 WHAT IS A GAME?.....................................................................7 9.2 WHAT PRINCIPLES SHOULD A GAME HAVE?................................8 9.3 COCREATIONCARDS RULES........................................................8 9.4 SUB CONCLUSION.....................................................................8
10.0 CORE VALUES OF COCREATIONCARDS: THE THREE LEVELS OF PRODUCT..........................................8 11.0 COMPETIRORS...........................................................9
11.1 IDEA CHAIN.............................................................................9 11.2 HANDLING IDEAS.....................................................................9 11.3 SUB CONCLUSION.................................................................10 3
1.0 INTRODUCTION Traditional business processes have changed. An enormous amount of information and knowledge have become accessible and exposed. This brought a tendency to share their knowledge and create better solutions. People and business have realized that collaborative knowledge brings better results and more innovative solutions. But all these new ways of handling problem solving brought up a lot of other questions such as: How to get started, What is the most effective way of collaborative problem solving? Co-creation, innovation and design thinking became popular concepts in demand from individuals and organisations. This could be seen by the different platforms emerging from the local and global perspective. For instance an example could be SWIM conferences in Scandinavia, which are bringing “the do it together” movement among different creative industries; or the Center for Cultural and Experience Economy (CKO) which is funded by the state of Denmark and aims to boost creative sectors. 1 2
“During the client brief our group decided not to execute the task given, due to the fact that our group is working on a similar concept outside Innovation and creativity have always been considered being an integral part of a our school hours. Therefore we arranged a second lot of marketing agencies and design bureaus which by default should be creative innovative. Basic service or product providing companies are not used to involvbrief through Skype, where Erik Mikkelsen gave and ing creative methods on a day to day basis to help them make problem solving prous a new task. He presented us a concept which is cess interactive, fun, easy and innovative. All these aspects in the end are the ones called CoCreationCards, which have not been fully which make a difference from being in the bottom or top of your business field. developed yet.” 2.0 PROBLEM AREA Innovation Embassy, based in Denmark is a company that focuses its attention on encouraging co-creative activities, creating innovative methods, processes and workshops for people and businesses. Innovation Embassy has created a product called “CoCreationCards”, which helps companies to experience innovation as a fun, accessible and engaging process during the typical meeting session in the natural environment. (http://innovationembassy.com/what-we-do/). But as this product is quite new, it is not clearly defined and well prepared for the market to be noticed. There are a lot of companies who would offer their services to help other companies in their problem solving matter, which meant that “CoCreationCards” are in indirect competition with marketing bureaus and in direct competition with other 1
games, which help to ease a problem solving and brainstorming processes. This means that market is highly saturated. This is an important factor to keep in mind while creating a differentiation strategy for “CoCreationCards”.
What are the key factors in engaging users? •Explore trends in gamification •Explore co-creation in relation to gamification
The culture of collaborative work in order to create new and innovative ideas is a trend. Therefore a product like co-creation cards is an appealing product and service that could benefit the brand equity of Innovation Embassy. Studies demonstrate that the predictions for 2015 involve that companies will invest in gamification to engage their employees and their clients.3 The context seems ideal for innovation Embassy to invest time and effort in this co-creative game. But the question that arises at first glance is, how could this card game be a successful tool for engaging users and clients?
3.0 CLIENT GOAL The primary client goal is to develop and improve a visual identity, sales materials and promotional campaign for “CoCreationCards”. Secondary goal being to increase awareness of Innovation Embassy and the courses they provide for “CoCreationCards” certification. The purpose of the campaign is to get companies interested in the product and make them want to contact Innovation Embassy.
The clients should be willing to use 20.000 dkk and 3 entire working days for the workshop. The different workshops and events bring the revenue for the team to support the research, that is carried by the different experts involved. Therefore, if the Co-Creation Card game does not become a success, or cannot find any investors, it could become a problem for innovation embassy´s budget and development of concepts.
6.0 ANALYSIS To gain insights for the solution part, the following methods and tools were used: Desktop Research This was chosen to get a better analysis of the product itself and their competitors.
In order to be able to differentiate product, we need to define “CoCreationCards” target group and to be able to develop a successful strategy, we have raised the following questions:
Benchmarking Benchmarking is the process of comparing one’s business processes and performance metrics to industry bests or best practices from other industries. Dimensions typically measured are quality, time and cost. For this project’s purpose we have chosen to benchmark two other companies on their strategy, psychological, technological and design aspects.
Who are the users of “CoCreationCards” and what are their needs? •Identify potential clients •Define potential Co-Creation Card users •Identify competitors regarding co-creation, innovation games and services
The 3 levels of Product In order to actively explore the nature of a product further, we considered it as three different products - the core product, the actual product, and the augmented product. This defines the core values of the CoCreationCards.
How to differentiate the product from the highly saturated market? •Analyze the existing product •Define the core values of co-creation cards
7.0 COMPANY DESCRIPTION
4.0 PROBLEM FORMULATION
Founded in 1999, the organisation comprises 10 employees working around three locations in Copenhagen, Denmark: Valby, Hellerup and Vesterbrogade.
The main representatives are: Erik Mikkelsen - a vision maker, Karen Brunneran-
experiential designer; Rikke Christensen - a global Co-creator and Hjortur Smarasona - an Anthropologist and Branding Expert. The main activities of the Innovation Embassy are to research and develop tools that engage and give access to co-creation and innovation. 4
HR Managers, chiefs and leaders that are responsible for a group of employees. There is of course a need for such courses and study days in firms, where being at work is not about working for others but working in a funny and interactive way with each other in order to get better results or innovative solutions.
With 15 years of work behind their shoulders, the Innovation Embassy team has been developing different workshops and events that complement their digital concepts for social innovation. The main focus in their years of research is based on developing and testing different tools that could bring collaboration of local communities, professionals and the business leaders worldwide.5
The creative angle is always privileged because playfulness always appeals firms and workers. From the outcome of our research, considering the costs of the CoCreationCard and considering the other problem solving workshops and their clients, we depict that CoCreationCard should focus on innovative and service companies that are trying to find solutions and new ways to improve their area of expertise on an everyday basis, where the employees have different qualifications and skills. The CoCreationCard game could suit to departments in these firms where problem solving involves every single employee because of the size of these businesses. In these firms, every individual should have its responsibility in order to improve it. A co-creation process would be easier to implement with a small group of people that possibly already knows each other and each other´s working habits and skills. Then creative mindsets and and other goal-focused spirits could work together and come up with more developed and advanced ideas and concepts.
As a company, the business model of Innovation Embassy is based on revenue streams acquired from educational events and certificates offered to companies and individuals. The different workshops and events bring the revenue for the team to support the research, that is carried by the different experts involved. Examples of what Innovation Embassy is currently working with are: games for co-creation, workshops and events, and digital platforms. Among the different projects on the go, our focus relies on the Co-creation cards.
8.0 TARGET GROUP 8.1 POTENTIAL DECISION MAKERS / INVESTORS After a quick look-up on the Innovation Embassy´s Co-Creation Card Game competitors, it is obvious to see that the companies and organisations using these workshops are big firms (Carlsberg - Novo Nordisk - Arla - size) and Municipal organizations such as Big Municipalities such as Copenhagen, Frederiksberg, Aarhus etc. They involve lots of different employees that have different tasks and skills and need some kind of team courses and workshops in order to refresh the company’s values and vision. These big firms are mostly +200 employees and are very important for Denmark´s economy. Therefore, they need new methods and creative ways to solve internal problems that have an impact on the working environment or on the productivity in order to keep being dominant on their market. These courses and events do cost a lot but still, big firms invest in them because they get a lot back from them: The decision makers taking the initiatives to order such a course or workshop, are http://innovationembassy.com/about-us/ 5 http://innovationembassy.com/what-we-do/ 4
8.2 POTENTIAL COCREATIONCARD USERS For any game to grow and succeed, it need players. The player is at the root of gamification. In any system, the player’s motivation ultimately drives the outcome. Therefore the need to understanding player motivation, is paramount to building a successfully gamified system. The more you know about who is playing your game, both current and future players, the easier it is to design an experience that will drive their behavior in the desired way, and likely attract a larger crowd. But to get anyone to play a game, you need motivation. Motivation Psychology has divided our motivations into two groups: intrinsic and extrinsic. Intrinsic motivations are those that derive from our core self and are not necessarily based on the world around us. This means learning a new skill or language, or perfecting and existing one, only to better our self. Conversely, extrinsic motivations are driven mostly by the world around us, such as the desire to make money or win competitions. “A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation.” By Deci, Edward L.; Koestner, Richard; Ryan, Richard M. 6
In Daniel H. Pink’s book “Drive”, he attests that cash is a weak reward for getting players to complete complex tasks. The research he rounds up shows how an extrinsic motivator like cash doesn’t work when people are given lateral-thinking tasks. In other words, when cash is introduced as a motivator, people’s performance on creative or complex tasks drops. Thus, he contends that cash rewards are bad for incentivizing creative thought. What does this mean? This means that people are more engaging and often more creative, when their reward is more intrinsic. Progression to Mastery Lastly, one well-accepted theory is that players in any experience are seeking mastery.7 According to research conducted by Stuart Dreyfus, a series of stages of mastery emerged when looking at how people engage with systems, creating “The 5 stages of mastery: Novice, Competence, Proficiency, Expertise and Mastery”. This system is often used for: Assessing progress in the development of skills Helping to define a desired level of competence. Supporting progress in the development of skills, by understanding the learning needs and styles of learning at different levels of skill acquisition. Helping to determine when a learner is ready to teach others. Co-Creation Users The potential users of the Co-Creation cards, are employees of companies. They are motivated by a need for bettering themselves, within their respected field. They are interested in tools (Co-Creation Cards), to help them advance in their field. Furthermore the cards allow for anyone to participate in a session, either with an idea or knowledge about a particular area. This helps motivate people further, since the barrier of entry is almost non-existing.
9.0 ANALYSING EXISTING PRODUCT Before we start analyzing the “CoCreationCards”, we need to look into what is a game definition overall and what are the key factors in defining a game.
“A Five-stage model of the mental activities involved in directed skill acquisition” By Stuart E. Dreyfus and Hubert L. Dreyfus 7
9.1 WHAT IS A GAME? There are many ways to define what game is. For example in the german language it is an activity which is done only for pleasure and without any certain goal. The definition used from the works of Johan Huizinga and Friedrich Georg Jünger is that the element of play can be observed in all different aspects of culture, ranging from leisure activities to the uttermost serious and advanced systems, such as the financial world or political institutions. These definitions are of course right, but might be too wide in our sense, to sum it up shortly: a game is an activity with rules. In most games, the rules are more important than the components. The components are the hardware, the rules are the software. Both define the game.8 9 9.2 WHAT PRINCIPLES SHOULD A GAME HAVE? According to Jesse Schell, the author of The Art of Game Design, there are 10 main key factors for gamification: #1. Games are entered willfully. #2. Games have goals. #3. Games have conflict. #4. Games have rules. #5. Games can be won and lost. #6. Games are interactive. #7. Games have challenge. #8. Games can create their own internal value. #9. Games engage players. #10. Games are closed, formal systems. These principles are gonna be used to see how CoCreationCards use them. This can be done through explaining the rules of CoCreationCards. 9.3 COCREATIONCARDS RULES (#4. Games have rules.) (#10. Games are closed, formal systems.) It all starts out with a person who knows about a certain need and has a brilliant idea. In order to use CoCreationCards, he/she needs to get a group of people tohttp://www.thegamesjournal.com/articles/WhatIsaGame.shtml http://call-for-papers.sas.upenn.edu/node/51641
gether to design the idea with these cards. (#9. Games engage players.) This leads to an action plan where everyone can contribute. (#1. Games are entered willfully.) (#2. Games have goals.) 1. Write the idea or project title on a post-it. 2. By using 5-8 headlines, describe the idea. The important thing is that the headlines fit your project idea. The headlines can be changed at any time. For example: Technology; Budget; Production; Design; Communication 3. Now you have to follow a simple step-by-step system, where everyone in the group has to write on different colored post-its. The group contributes with 4 cards: critical questions, knowledge, ideas and conclusions. The red post-its ask the critical questions. (#3. Games have conflict.) (#7. Games have challenge.) In the blue post-its you have to write what you know about anything that is related to the ideas and what has been written down, the blue post-it notes are your projects Wikipedia. The yellow post-its can be used at any time for whatever sorts of ideas you may get. The green post-it is used when reached a final conclusion for action. (#5. Games can be won and lost, good or bad conclusions) An example:
everything that is going on. After the first workshop, the process can continue as a dynamic map. People can individually add post-its or several people can meet up. (#6. Games are interactive.) In this process you will also learn how to present ideas using storytelling. 6. The CoCreationCards will take you through topics such as the user world, skills and values, design, functionality and also business topics, such as business models, sales, quality and other key parameters.10 (#8. Games can create their own internal value.) 9.4 SUB CONCLUSION The advantage about the CoCreationCards is, it does not matter if it is students, marketing people or technicians, you can bring everyone to the table. Before starting, people part of the session know the need and everyone feels that they are allowed to set the filter. The most important part is to to answer the critical questions and get to the endpoint. The game does not go to ideas, you can put the ideas on the board, but you do not have to. Otherwise people do not come up with ideas at all, because they might feel pressured. To sum it up, the strength of the game is to get those critical questions, answer them with the blue post-it notes and get to the green solution.
10.0 CORE VALUES OF COCREATIONCARDS: THE THREE LEVELS OF PRODUCT In order to actively explore the nature of a product further, we considered it as three different products - the core product, the actual product, and the augmented product. This defines the core values of the CoCreationCards and is called the three levels of product. 4. After answering the critical questions that have occurred during the process and the group has reached a conclusion of time, resources and actions, then an action plan has been made. 5. The CocreationCard system can easily be extended for use in Open Innovation. For example, in closed workshops with externals or in very open setting where externals are running part of the show. The four post-its will keep you in control of
Inner circle: Core product (Core benefit or service) The main benefit of the CoCreationCards is that it allows the user to get onward with an idea or project. Through visualization and gamification the users will collaboratively help each other to complete task and brainstorm to improve concepts.
Mid circle: Actual product The physical elements of the CoCreationCards is at the moment just post-it notes in the colors red, green, yellow and blue, a guide book and a three day course in the use of this Concept. Outer circle: Augmented product (Additional features) When the user have brought the CoCreationCards package they will furthermore recieve videos that can help with problems that can arrive during the use of this product. If the user have been certified in the use of the CoCreationCards access will be given to an exclusive online community, only for people who are certified. Innovation Embassy will also be open to be contacted if the user faces any problems or has questions.
Game is made for everyone who is willing to use a brainstorming as an innovation tool. The problem arise while playing the game when people start repeating other ideas or people not used to creative thinking get stuck and can’t come up with ideas. Even though game helps more in idea generation than basic mind map or other brainstorming tools. Game is played by simple set of cards and there is no involvement of technology except of a campaign site and instruction videos. Cards are designed in 4 different color themes, one color for each card. Design is playful and colorful, with use of graphical elements for visually thinking people.11 11.2 HANDLING IDEAS
11.0 COMPETITORS We decided to research competitor’s of CoCreationCards who offer the same or similar concept, which is developing ideas further combining co creation and gamification. We will do that by looking into Strategy, Psychology, Technology and Design aspects of service or ge they have developed. Ranked from 0 to 5, where 0 is the lowest and 5 the highest.
11.1 IDEA CHAIN
Handling Ideas is a company which provides a service which helps teams visualise, map and prototype their ideas, concepts and projects out from their heads onto the table using lego bricks.
Ranked from 0 to 5, where 0 is the lowest and 5 the highest.
Idea Chain is a card game which helps to facilitate creative thinking in workshops and professional settings. It uses simple and easy to understand game strategy, basically you have 4 sets of cards, problem card to encourage player to see problem from different angles, association card for inspiration, negative cards for generating crazy or bad ideas and finally chain cards for connecting previous cards. There are several ways to play the game or you can create your own rules. You use post it notes around the card set with ideas written down while generating them. The only problem regarding strategy is that you don’t have further advice what to do with a ideas you have generated during the game.
It’s a 45 minute to an entire day lasting session, where by choosing and mapping objects to represent the elements that reveal the priorities and the relationships between the elements within the dependency between a stakeholder and a client, the barriers between a product and a consumer or the needs between a story’s main and side characters. A game have simple rules, or basically no rules which are meant to generate and map out ideas, which could lead to a never ending discussions and you need an expert to control the process. By mapping out the things, you want to express orally, you enable others to refer back and forth. Basically by seeing, choosing, touching those lego bricks you create an physical response, where orally you may point out to the person or letting them to forget what you have said, creating a possible conflict. Placing objects next to each other or in certain position raises discussions which exposes issues around the topic. When working with objects on the table your brain is able to work more http://www.strikingly.com/ideachain
freely and creatively. As taking out of the website and responses from clients, seems that game psychologically really helps visualise, map and prototype their ideas, concepts and projects. There is no technology involved in this game and the use of colorful lego bricks placed in a circle is only design related aspect of this game.12 11.3 SUB CONCLUSION Idea chain is great tool for generating new ideas and are meant more for creative industry, where Handling Ideas is more business oriented. Handling Ideas provides service which helps companies the entire way from idea till concept, where Idea chain is just a card game which is available for free download. While creating CoCreation card solution we should take in consideration Idea Chain strategy and Handling Ideas psychological aspect. Inspire from Idea Chain card design and decide what could be a digital(technological) deliverable for CoCreation cards, because both of the competitors haven’t used it in their services.
12.0 CO-CREATION AND GAMIFICATION 12.1 WHAT IS CO-CREATION? Co-creation is a way of involving others: customers, companies or just employees in general, to contribute in a development of ideas and concepts. Participants are invited in a process of contributing, evaluating and refining those ideas and concepts. Co-creation is strongly dependent on how a participant perceive the activity as challenging, entertaining and fun. There are two types of co-creation: outside- in and inside out. The “CoCreationcards” are for companies internally, that means we should focus on the inside-out type, which means that the organization is searching for solutions within their organization, actively working and engaging employees to collect their ideas. Every idea is being showed in the progress so that the employees interact and add more value into ideas of other. This progress can be tracked all the way to the realization. The first step of co-creation in a company is usually brainstorming, which, because of its innovation and fun appeal to certain people. They usually are creative, innovative, fast, curious and with an open attitude. To control those creative people, comhttp://www.paultyler.dk/handling_ideas/
panies should also involve other people who are often with complementary skills, they are solution minded, with open communication and “let’s finish it” attitude. This approach could work in a larger scale company. As for small businesses, there are noticeably less different people and departments involved in the co-creation process, so the co-creation process is easier to implement.13 For the best co-creation, there are four types in selecting the right people: club of experts, crowd of people, community of kindred spirits and coalition of experts. Club of experts style is best for challenges that are very specific, time pressured and in need for experts that come up with breakthrough ideas with an active selection process. Crowd of people style is known as crowdsourcing, when basically anyone can join and there might be a person with a brilliant idea. This style usually takes longer and you are not sure if the best people will contribute. Coalition of parties style is used in a complex situation, where parties team up to share ideas and investments and they bring specific asset or skill. Community of kindred spirits style is relevant when developing something for the greater good. People with similar interests and goals team up to create, this process mostly works in software development and you need a large group of people with same expertise. http://p2pfoundation.net/Four_Types_of_Co-Creation The five guiding principles for successful co-creation are: inspire participation, trigger people to join your challenge, show what is in for them. Have an selection process and connection between creative minds like mentioned in paragraph before. Share the result with people involved and continue development, because co-creation is a longer term engagement.14 12.2 GAMIFICATION The way to encourage co-creation is using a gamification. Gamification is the use of game elements and game design techniques in non game contexts. As John Huizinga in his book Vom Ursprung der Natur im Spiel says:“Playing is a fundamental instinct; during a game we experiment, meet challenges, engage in teamwork and tend to forget about time.” The basic thought behind it that games are entertaining and engaging, where gamified tasks let a participant to be in a flow state of mind motivating and focusing him to a certain task. Letting him to forget that he is part of usually tiring research or ideation process.15 Basically gamification is a strategic tool to design behavior and habits by fulfilling psychological needs and create positive engaging experiences by combining Strategy, Psychology, Technology and Design. http://issuu.com/eaca/docs/nick_van_breda_the_future_of_co-cre/9 http://www.slideshare.net/boardofinnovation/how-to-kickstart-your-cocreation-platform-20-examples
By implementing gamification the right way, companies could achieve that employees are staying on the task and are focused, increase productivity and bring employees closer. It removes statuses around the offices, everyone is a player in the game and potentially could skew the outcome of a project.16 Current gamification trends in workplaces are points, which could be used in many ways, for example achieving a certain goal, interacting with co-workers. Badges/Awards, by collecting certain amount of points employees are able to receive badges or real awards, which should have an internal value. Recognition Through Social Goals, where co workers and managers recognize each other for job well done. Leaderboards, showcasing points, badges and awards on a leaderboard could create a healthy competition and later could help in other tasks by recognizing the best.17
12.3 SUB CONCLUSION When looking at the CoCreationCards idea right now, it’s really connected to the main idea of co-creation, to involve employees to contribute in a development of ideas and concepts, every idea is being showed in the progress so that the employees interact and add more value into ideas of others and this progress can be tracked all the way to the realization. As for now CoCreationCards can involve everyone in a company to be part of the game, but as we mention in our research, these type of games appeal to certain people, they usually are creative, innovative, fast, curious and with an open attitude. But the question is how to control them? There should always be a solution minded person involved in the game. So we could take in consideration while creating a solution those four types of selecting the right people, what if people selected for playing the game is depended of how important it is to bring idea to the solution. We could implement current gamification trends in an existing game, to create a value for the user to be part of the process, so they are motivated by a need for bettering themselves, within their respected field as mentioned in section 8.2.
13.0 PROJECT MANAGEMENT BREAKDOWN Project Management Tools Project Triangle At the beginning of the project we discussed “the project triangle”, a very useful tool that helped us to define our priorities for this particular collaboration. We agreed that our first priority will be the task itself and the second priority will be time, that is due to the fact that we have a lot of time to deliver our solution. As a team, we want our results to be outstanding, and the quality of our work was choice over resources. Information Radiator Due to the fact that we worked both at school and from home, we chose to have an online information radiator. The radiator was a board at school where we kept track of task statuses. The tool was very useful for keeping the team focused on what needed the most attention. We also used the blackboards to pin our ideas and research and get a better overview of what each of us finds. (Appendix page 13, picture 4) Workflow Role Allocation Project Manager - responsibilities Keep an overview on the project; Define procedures and working tools; Define workflows and inform team-members about it; Delegate tasks. Designer(s) - responsibilities: Design Reports Layout Communication Outside school to help each other getting things done, we used Google Drive and Facebook as our main channels for communication.
http://value-co-creation.blogspot.dk/2012/07/innovations-are-aim-of-game-using.html http://www.innocentive.com/blog/2014/03/18/how-to-innovate-through-gamification/ 17 http://mashable.com/2011/12/05/gamification-workplace/ 15 16
14.0 CONCLUSION Collaboration and co-creation is a big trend. Therefore a product like CoCreationCards is an appealing product and service that could help business in brainstorming sessions and enable different departments to generate ideas for critical problems together. CoCreationCards enables employees to be heard by putting out all critical questions and by bringing all the knowledge related with the problem out. Who are the users of “CoCreationCards” and what are their needs? From the outcome of our research, considering the costs of the CoCreationCard and considering the other problem solving workshops and their clients, we depict that CoCreationCard should focus on innovative and service companies that are trying to find solutions and new ways to improve their area of expertise on an everyday basis, where the employees have different qualifications and skills. CoCreationCards product would target the decision makers taking the initiatives to order such a course or workshop. Such decision makers usually are HR Managers, chiefs and leaders that are responsible for a group of employees. The potential users of the Co-Creation cards, are employees of companies. They are interested in tools (CoCreationCards) to help them advance in their field and to solve existing problems. Some of the critical factors why a lot of people don’t like to participate in the brainstorming session is not being able to came up with original ideas, but the unique factor about CoCreationCards is that a person is not forced to came up with ideas, he just have to have a knowledge about the professional field he is in and an opinion about what’s important and what’s relevant. While creating CoCreationCards solution we should take in consideration competitor experiences, such as Idea Chain strategy and Handling Ideas psychological aspect. Inspire from Idea Chain card design and decide what could be a digital(technological) deliverable for CoCreationCards, because both of the competitors haven’t used any relevant technology aspect in their services. How to differentiate the product from the highly saturated market? The advantage about the CoCreationCards is, it does not matter if it is students, marketing people or technicians, you can bring everyone to the table. Before starting, people part of the session know the need and everyone feels that they are allowed to set the filter. The most important part is to to answer the critical questions and get to the endpoint. The game does not go to ideas, you can put the ideas
on the board, but you do not have to. Otherwise people do not come up with ideas at all, because they might feel pressured. To sum it up, the strength of the game is to get those critical questions, answer them with the blue post-it notes and get to the green solution. Another important factor with CoCreationCards is that a facilitator can easily control a group of 20 people from different departments with the help of cards. What are the key factors in engaging users? CoCreationCards can involve everyone in a company to be part of the game. To be able to engage users more and to encourage them to participate and express their thoughts, we need to involve gamification theory behind to create a value for the user to be part of the process, so they are motivated by a need for bettering themselves.
15.0 SOURCES “A Five-stage model of the mental activities involved in directed skill acquisition” By Stuart E. Dreyfus and Hubert L. Dreyfus “A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation.” By Deci, Edward L.; Koestner, Richard; Ryan, Richard M. “Scores, Badges, Leaderboards, and Beyond - Gamification and Sustainable Behavior Change” By Manish Mehta and Alex Kass “Gamification by Design” By Gabe Zichermann and Christopher Cunningham “A User-Centered Theoretical Framework for Meaningful Gamification” By Scott Nicholson
16.0 APPENDIX Companies who have been participating in Co-creation team building workshops throughout competitors: Thea Gyldenøhr, Kursuschef Kursuscenteret Tekniske Skole Silkeborg “Teamfactory har i høj grad været med til at kvalificere vores kursusforløb” “Teamfactory has definitely been the reason why our course gained in quality” http://teambuildingkompagniet.dk/ http://teambuilding.dk/
Picture 2: http://teambuilding.dk/
Niels Amstrup, Commercial Manager Jysk Rejsebureau “Intet var overladt til tilfældigheder og Teamfactory var præcis i sin afdækning af vores behov.” http://www.teamfactory.dk/#next Dorte Witting, HR Manager MASH Steakhouse “Rigtigt sjovt og meget lærerigt. Den viden vi fik, bruger vi i hverdagen” “Very funny and really teaching. We use the outcome of the learning on an everyday basis” http://www.teamfactory.dk/#next
Picture 3: http://www.paultyler.dk/what-people-say/
Picture 4: Blackboard for overview and ideas