Empowering the local community to participate in the decision making of the destination’s development is not only a smart way to leverage the collective intelligence but also to commit the locals in the tourism business, as they are actually a very important factor in its success
The practice of co-creation -either for content or product- is essential for the development of destinations 3.0, but face to face co-creation is not likely to be feasible for most of the potential contributors. What about virtual co-creation?
Leadership style is somehow related to the dimension of the team to be led, and also correlated to flexibility and freedom of the team members to develop their creativity. This article illustrates how talented individuals prefer smaller teams with a particular leadership style.
Collaboration has been on the spotlight of business literature throughout the last years, and so it is difficult to make a good selection when searching for good literature on business collaboration. This article proposes 3 outstanding books that will help you get further insights on this issue.
As introduced when talking about co-creation and open innovation in destinations 3.0, some institutions in the entertainment industry are already leveraging their enthusiast customers or fans’ creativity and knowledge to innovate. This example shows how co-creation workshops are carried out in this industry.
Open innovation and crowdsourcing are in the spotlight due to its impact on the technology based industries. However, they are also applicable to many other fields, even the public governance, as the White House was doing under Barack Obama’s presidency.
The collaborative economy has been flourishing in the tourism industry through many well known platforms such as Airbnb or Uber, but Trip4real reaches the core of the industry by developing a platform where locals market their experiences to the travellers, just as explained in the destination models 3.0
Parallel to outsourced open innovation there is innovation open to all members of the organization, also called co-innovation or co-ideation with employees, to leverage their knowledge about the business and the organisation’s weaknesses and strengths
Some institutions created with a very specific purpose manage to reinvent themselves to attract new target segments, by integrating and merging practices from different cultural backgrounds. This is a perfect example on how to do so.