Summary of HBR paper with the same title by Francis Gouillart and Douglas Billings

1. Community-Powered
Problem-Solving
Francis Gouillart and Douglas Billings
Presenters: Dwi Arti Anugrah, Endro Catur Nugroho, Marlisa Kurniati, Tri Kuncoro Wati
Faculty of Psychology, Universitas Indonesia, 2013
Information in this document is intended for academic purposes only.

2. Working with Community
customers
regulators
employees citizens
partners
suppliers

3. Working with Community
• Challenge: To engage the customers,
suppliers, employees, partners, citizens, and
regulators that make up their ecosystems.
• How: to provide stakeholders with the means
to connect with the company—and with one
another—and encourage them to constantly
invent new ways to create value for their
organizations and themselves.

4. Approaches
Traditional: New:
repeatability & continuous adaptation
compliance

5. Solution
customers
regulators
employees citizens
partners
Co-Creation:
suppliers
Inviting constituencies to collectively solve problems
and exploit opportunities is a better strategy.

6. Case Study
A health care initiative shows how brick-and-
mortar businesses can co-create solutions with
their partners and change the rules of the game.

7. Why?

8. Co-Creation: Steps
1. Identify (and prioritze) large problems that
firm cannot solve alone.
2. Develop hypotheses about the internal and
external stakeholders that could help tackle
the problem (through Building Blocks).
3. Conduct experiments to test the hypotheses.
4. Continuously generate new insights from the
data.

9. The Building Blocks
HOW HOW
platform new interactions
WHO
community, external
and internal PROBLEM
BENEFIT BENEFIT
experiences value

10. The Building Blocks
Goals:
• attract people onto provided platforms
• get people to start exploring new ways to
connect and generate new experiences
• and let the system grow organically
Output: identify segments of the community to
mobilize and how

11. The Building Blocks
Experiment: tryout engagement platform
• Internal
• Internal and external
• External
Transformation: Live engagements -> Digital
engagements

12. Becton, Dickinson and Company
Challenge: safe injection environment
Steps:
• Develop team (community of interests: supply
chain, purchasing, occupational health,
sustainability, finance): which communities &
what platform to use
• Team launchs
• Experiments

13. Becton, Dickinson and Company
Activities Output
cross functional team start • interaction map (BD and hospital
to engage using different staffs)
Experiment 1
platforms (meetings, e- • insight on how to improve safe
mail, social media, dll) injection and syringe disposal record
• try-out of safe-injection
improvement in several hospitals, IT
how team members
system (iPads data entry), improved
(account managers)
engagement
Experiment 2 engage (better) with
• tracking of effectiveness of practices
hospital (procurement and
and predictive models that correlate
supply chain)
variations in safety performance
with specific factors

14. Becton, Dickinson and Company
Activities Output
• users’ early involvement in product
design
increasing the size of
• new ways of thinking about the
community through co-
syringe experience
creation of safety
Experiment 3 • innovative ideas that further reduce
injection, slow to start esp.
the incidence of infections
engaging users, took three
• deepen hospitals’ loyalty to the
to materialize
company’s products.
improving sustainability:
taking sutainability experts improve waste management (syringe-
Experiment 4
and managers (hospital) disposal
on board

15. Becton, Dickinson and Company
Strategic Output (of experiments)
lower insurance rates -> dropped probability of
infection due to less-safe injection and syringe-
disposal

16. Questions
• Who owns the data?
• How is the value generated through co-
creation shared with externals?