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This book explores how the State can play a role as an enabler of citizens-led social innovations, to accelerate the shift to sustainable and socially just lifestyles. To meet the twin challenges of environmental degradation and the rise of inequalities, societal transformation is urgent. Most theories of social change focus either on the role of the State, on the magic of the market, or on the power of technological innovation. This book explores instead how local communities, given the freedom to experiment, can design solutions that can have a transformative impact. Change cannot rely only on central ordering by government, nor on corporations suddenly acting as responsible citizens. Societal transformation, at the speed and scope required, also should be based on the reconstitution of social capital, and on new forms of democracy emerging from collective action at the local level. The State matters of course, for the provision of both public services and of social protection, and to discipline the market, but it should also act as an enabler of citizen-led experimentation, and it should set up an institutional apparatus to ensure that collective learning spreads across jurisdictions. Corporations themselves can ensure that society taps the full potential of citizens-led social innovations: they can put their know-how, their access to finance, and their control of logistical chains in the service of such innovations, rather than focusing on shaping consumers’ tastes or even adapting to consumers’ shifting expectations. With this aim in mind, this book provides empirical evidence of how social innovations, typically developed within "niches", initially at a relatively small scale, can have society-wide impacts. It also examines the nature of the activism deployed by social innovators, and the emergence of a "do-it-yourself" form of democracy. This book will appeal to all those interested in driving societal change and social innovation to ensure a sustainable and socially just future for all.
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- Features interdisciplinary expertise from economics, law, technology and social science on the practice of co-creation - Provides best-practices and management approaches to successful co-creation - Enables research-based and practice-relevant understanding of the background and concepts around co-creation
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Rapid changes in business along with better informed customers threaten the traditional sales and procurement process. Thousands of sales and procurement people are threatened with extinction, yet all is not destined to be doom and gloom. A new way of partnering between these two roles can, in fact, create significant value for both organizations. Sales and procurement professionals have a bright future ahead of them if they can respond to six trends that the authors have identified in the business-to-business world. Each trend offers an opportunity to develop a new skill for sales and procurement professionals and adopt a new practice. Because these practices are not yet widely adopted as "best practices", the authors coin them "next practices." These trends include: working together to solve complex problems; organizing problem-solving networks across company boundaries; creating processes for live cross-company engagement; facilitating data driven, cross-company interactions fed by digital platforms; providing new personal experiences for individuals and lastly (and most importantly) creating new sources of value for firms. If these trends are adopted by organizations, the ability to co-create means providing significant value to both the sales management team at the supplier and the purchasing management team at the customer. With the alternative being that these job functions will be replaced by web-based or channel-based alternatives that will do most of what they do today at a fraction of the cost. Increasingly, there is no middle ground anymore. SAMs and senior buyers will either evolve into high value-added sales and procurement professionals, or disappear.
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