Building a culture of co-creation at Mahindra

Abstract

Purpose

This case shows how a set of six steps that captured the essence of implementing co-creation thinking to promote transformational change were applied in a complex corporate manufacturing operation in India.

Design/methodology/approach

This case describes how the co-creation paradigm of value creation was applied step by step in the quality function across the five operating sites of Mahindra's Automotive Division, a subsidiary of the conglomerate Mahindra Group. The case also looks at the results as the initial experiment expanded.

Findings

By enlisting employees and a range of other stakeholders the firm was able to greatly improve product quality. The success of the initial program caused executives in other units of the firm to become co-creation of value process champions.

Practical implications

The six-step process is: 1. Identify key stakeholders and increase their willingness to engage. 2. Set up platforms purposefully designed to engage individuals more co-creatively, with environments of interactions configured around people's “lived” experiences. 3. Identify and support new co-creation champions. 4. Expand the circle of stakeholders and joint value creation opportunities. 5. Deepen the impact and enable the viral spread of “win more-win more” value creation in the enterprise ecosystem. 6. Engage stakeholders across private, public, and social sectors to expand wealth, welfare and well-being for the benefit of all.

Originality/value

Co-authored by a leading authority on the theory of co-creation of value and a senior executive at a large corporation, this case will be useful to practicing managers in all industries.

Citation

Ramaswamy, V. and Chopra, N. (2014), "Building a culture of co-creation at Mahindra", Strategy & Leadership, Vol. 42 No. 2, pp. 12-18. https://doi.org/10.1108/SL-01-2014-0005