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Companies develop co-creation platforms to collect innovative ideas generated by consumers. The idea competition model is traditionally used to organise such collective action and has been widely implemented by companies. In parallel, the development of collaborative platforms and social networks have led to the appearance of co-creation platforms based on a cooperation model with community features. In addition to these two classical models, a third model, a combination of competition and cooperation — the coopetition model — has emerged. Although there is growing interest in this model, no study to date has compared its performance to the other two models. Our research objective is to investigate and compare how these three models affect creative performance in terms of idea quantity and quality. We thus conducted an experiment with 177 students to generate ideas that were submitted to an established company. The results show that the coopetition model generates more ideas and more creative ideas than the other two models. We also offer insights on how a consumer co-creation platform should be designed to achieve better creative performance.

This paper aims to provide a contemporary, critical and systematic overview of user-centric innovation (UCI) from a consumer perspective. The objectives of this paper were to identify and categorise gaps in research and/or knowledge, contextually classify empirical UCI studies, critically analyse the literature in terms of coalition/fragmentation and derive practitioner implications for industry implementation. Our findings indicate that user communities should be carefully evaluated by firm management as they can represent significant risks in relation to resource requirements as well as opportunities for capitalising on new product development. Furthermore, by ascertaining which product-related resources the consumers are lacking, it may provide organisations with details of the consumers’ ahead-of-the-market needs and may be used to devise effective recognition-based proactive UCI strategies. A research framework was also formulated to help future UCI researchers navigate the complex network of previous research and to assist in developing more structured and focussed future research questions.

The global Wealth Management industry is changing fast and incumbents need to anticipate and react in order to be successful. Led by a significant rise in wealth in Asia, changing customer preferences, and digital transformation post the global financial crisis, open business models will assist innovative companies in creating tailored solutions for their new customer segments. New customer segments among women, millennials, and cross-border require new services aided by digital technology and are customer-centric and values-based, not just focused on investment returns.

Business models should be underpinned by a hybrid offering of digital services with a strong focus on human relationships. Systems, processes, and structures must ensure agility, innovation, and efficiency in order to continue to compete in this environment and be ready for ongoing technology-led disruption.

Technology-led disruption and involving customers in the value creation process using the Lean methodology and value co-creation can be used in order to understand and increase customer value. FinTech should be simple and responsive and designed to augment human advisors.

Organizations stumble and fail for many reasons. One is that a dominant narrative, in the form of a story a company tells itself, one it shares with its audience/ market, or both, does not jibe with the lived experiences of a significant number of its employees and/or customers. This chapter is predicated on the idea that co-created stories are a way communities, organizations, and individuals can ease or eliminate the negative outcomes of dominant narratives. I propose that a basis for the structured co-creation of stories is what I call “game,” and that a definition of the game that can be applied to any co-created story is ERGO, an acronym for environment/roles/guidelines/objective. To explain the concept and its genesis, I take the reader through a community storytelling workshop I conducted in 2013, in which participants practiced applying the ERGO game structures to co-created community stories of drug abuse prevention.

In our contemporary society, innovation is more and more considered as a collaborative effort between different actors who tap into distributed sources of knowledge. This has fostered research into open innovation, innovation networks and open innovation processes. However, research on how these innovation processes are coordinated within these networks is largely lacking. Therefore, within this chapter we explore a specific approach that tries to facilitate and govern distributed innovation processes through a Public–Private–People partnership with a central role for the end-user: Living Labs. As we consider Living Labs as clear examples of distributed innovation through a collaborative effort of different actors, we use concepts from open innovation and from innovation networks literature to analyse and make sense of innovation processes taking place in Living Labs. By means of an in-depth case study analysis, we look at the knowledge transfers, constellation and orchestration taking place in FLELLAP, a Flemish ICT Living Lab that generated some successful projects, but also failed on some aspects. This allows to abstract lessons and propose avenues for future research.