For leaders, co-creation is a powerful way to foster collaboration and build trust. It can help companies, governments and communities move forward together in uncertain times by creating collective solutions based on shared values and goals. In addition, it can provide an opportunity for diverse voices to be heard and help develop more sustainable forms of governance, concluded the OECD recently.
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Based on evidence gathered from 30 Covid-19 co-creation initiatives from 21 countries and three international cases, the OECD published two reports outlining insights and policy lessons from pandemic-imposed co-creation. The first looked at how and why businesses and governments came together to address Covid-19, while the second explored the benefits and challenges of co-creation itself. The report’s authors, Muthu De Silva, Orlagh Lavelle, Nikolas Schmidt, and Caroline Paunov, said in an email, “Co-creation has emerged as an important way for policymakers and businesses to respond to the pandemic. The OECD’s reports provide insights into how it can be done effectively.” They continued, “Leaders from the public and private sectors can use these findings to improve their co-creation efforts not just during, but also after, the pandemic.”
The report’s authors believe that the benefits of co-creation depend on three important conditions: trust, effective communication, and a focus on results. They advise policymakers to create an enabling environment for co-creation by setting the right tone at the top, encouraging transparency and openness, and establishing clear mandates and expectations. For businesses, they recommend taking a long-term view, being prepared to share risks and rewards, and having the flexibility to adapt as circumstances change. This is especially important right now, when the economic and social landscapes are rapidly changing. Consequently, if you are a leader, here are five critical implications from the research that you should consider:
1. Purpose is a significant driver of co-creation
When it comes to successful co-creation, having a shared purpose is vital. This was evident in many initiatives featured in the OECD’s reports, where businesses and policymakers came together to solve specific problems related to the pandemic. But a shared purpose can also help overcome some challenges arising from co-creation, such as disagreements over objectives or a lack of trust.
Contributing to a common shared goal, such as providing quick solutions to the health and socioeconomic crisis caused by the pandemic, was a significant driver of engagement in co-creation activities. Other intangible benefits to collaboration, including engaging in strategically crucial technological development, developing useful networks, generating future business value and capitalising on competencies, also complimented the social drive. Hence, the design of new purpose-driven co-creation programmes can benefit from developing overarching plans or missions that clearly define and prioritise a range of strategic goals or tasks. This will ensure a shared sense of purpose amongst participants and help to focus energies while providing a framework to assess the initiative’s success.
2. Diverse and multi-disciplinary networks and infrastructures should be strengthened to accelerate innovation
The pandemic highlighted the importance of having diverse and well-connected networks and infrastructures to enable rapid innovation. Many of the initiatives featured in the OECD’s reports involved businesses and policymakers collaborating to share knowledge, expertise and resources. This was often facilitated by digital platforms and online tools, allowing quick and easy information access.
The pandemic has also highlighted the need for stronger linkages between different sectors, businesses, and research institutes. Such connections are essential for ensuring that new ideas can be quickly turned into tangible solutions. In the future, co-creation programmes should therefore focus on building strong networks and infrastructures that can facilitate rapid innovation.
3. Policy should support more comprehensive development and digital tools for co-creation
While the pandemic has driven the need for businesses and policymakers to work together in new ways, it has also highlighted the importance of having the right policies in place to support such collaboration. The OECD’s reports identify many policy areas that can help to facilitate and accelerate co-creation, such as funding, regulation, standardisation and intellectual property. In particular, the reports highlight the need for more comprehensive development and digital tools for co-creation. Such devices can help to connect businesses and policymakers, as well as to facilitate the sharing of knowledge and resources.
The pandemic has also highlighted the importance of having policies in place that can help to protect the health and safety of workers, as well as ensure that businesses can quickly adapt to changing circumstances. In the future, policymakers should focus on developing policies supporting more effective and efficient co-creation.
4. Leading by example is critical
The OECD’s reports identify several successful co-creation initiatives that businesses and policymakers have led. These initiatives demonstrate the importance of leading by example in collaboration. In particular, they highlight the need for companies and policymakers to be open to new ideas and willing to experiment. They also underscore the importance of having a clear vision and purpose for the collaboration. Leading by example is critical for demonstrating to other businesses and policymakers the benefits of co-creation. It can also help to build trust and confidence in the process.
In summary, the OECD’s reports on co-creation highlight the importance of developing overarching plans or missions, strengthening diverse and well-connected networks and infrastructures, and supporting more comprehensive development and digital tools for co-creation. They also underscore the importance of leading by example in collaboration. Such initiatives can help accelerate innovation during “normal” times and future crises. And, after all, isn’t that what we need to build a better future?
