The Transformative Power of Co-creation

Three years ago, I had the privilege of organizing an international workshop that brought together more than 10 humanitarian organizations from 12 countries. Our goal was to improve coordination among information management systems aimed at helping underserved communities. This experience opened my eyes to the immense potential of collaborative idea generation and the value of incorporating diverse perspectives. It also sharpened my skills in both delivering and designing workshops. Initially, I didn’t realize how impactful this experience would be, but I only recently discovered that the lessons learned were directly applicable to developing a sustainability strategy for a small but rapidly growing family business.

This unexpected application of my past experience came at a pivotal time. Our project initially focused on developing a housing solution to reduce commuting times for the company's employees and to achieve B Corp Certification. However, after discussions with the client, our attention shifted towards creating a sustainability strategy. This shift was strategic, intended to lay the groundwork for attaining the certification, especially as the housing component became less of a priority with the company's plans to relocate to a new office soon.

Venturing into sustainability was a novel experience for me, coming from a background in the non-profit sector. I was fortunate to be part of an exceptional team that taught me a great deal about sustainability principles. To develop our strategy, we conducted interviews with select personnel and organized an in-person workshop. My background in training design and delivery provided a unique perspective that enhanced our approach.

After completing the interviews, we traveled to the city where the client is located to conduct the workshop. Our methodology encouraged high levels of involvement and demonstrated the power of co-creation: we started by clearly outlining our objectives, then facilitated a series of interactive activities designed to provoke brainstorming and gather insights from the staff about their vision for the company’s future, particularly focusing on sustainability principles. Next, we encouraged the participants to identify the key pillars that would underpin a sustainability strategy, culminating in a collaborative effort to craft such a strategy. The following day, with a more refined strategy in hand, we invited participants to propose specific actions for each pillar and to categorize these actions within a matrix to illustrate the required effort and anticipated impact.

This methodology, fundamentally a people-centered design technique commonly employed in the social sector, now applied in the private sector, showed me how human-centric thinking is pervasive across all sectors and how similar concerns arise.

Upon concluding the workshop, we solicited feedback from the participants. One of my main takeaways was their enthusiasm for having the opportunity to step away from their routines and listen to each other. Despite working in different divisions, they realized they rarely took the time to consider the interconnected challenges faced by other departments.

The participation of employees from marketing, production, operations, and finance in the workshop revealed a striking similarity in their ideas and the unique ways in which the same challenges impacted their respective areas differently. It was enlightening to discover that many of their suggestions fell into similar categories, which simplified the task of identifying the strategy's core pillars. Occasionally, debates arose over certain actions, as a solution deemed feasible by one department might not be practical for another, highlighting that such inter-departmental exchanges of ideas had been infrequent.

One of my main findings from our collaborative activity is the unique opportunity at small companies to cultivate a strong sense of belonging among the staff. Many employees handle roles that span multiple functions, despite being part of a specific department. This multifunctional aspect, inherent to the company's small size, enables more active participation in strategic planning sessions, where every contribution is valued. Often, due to time constraints and packed schedules, decisions are made without considering alternative viewpoints that are readily available within the team. If the company commits to setting aside specific times for collective reflection and discussion on business improvement and the integration of sustainability practices, it stands to gain significantly from this untapped potential.

Another discovery I made during the workshop was the necessity for the company to define standard operational procedures and establish clear job descriptions for each position. Implementing these measures would ensure that every role includes the crucial task of coordinating with other departments. This change would streamline strategic meetings, making them more efficient without overly disrupting the employees' busy schedules. Having the time to coordinate would give them the time to consciously make a pause, which can then lead to greater clarity and deeper insights.

In conclusion, the insights garnered from our co-creation workshop highlight the profound impact of collaborative processes on organizational development and sustainability practices. This experience underscored the necessity of engaging diverse perspectives to enhance strategic initiatives and revealed the inherent value of fostering an inclusive workplace culture, particularly in smaller companies. As we continue to apply these lessons, the importance of structured reflection and open dialogue becomes clear, offering pathways to more resilient and adaptable business strategies. By embracing these principles, companies not only advance their sustainability goals but also enrich the professional lives of their employees, ultimately contributing to a more sustainable and equitable future.