Connected co-creation: learning from each other through external peer review

Value co-creation is a dynamic process that involves the interaction of a variety of stakeholders (Osborne et al 2016). We argue that for co-creation to succeed in creating services that deliver valuable outcomes for both... [ view full abstract ]

Value co-creation is a dynamic process that involves the interaction of a variety of stakeholders (Osborne et al 2016). We argue that for co-creation to succeed in creating services that deliver valuable outcomes for both providers and users, co-creation should be a connected process that embraces continuous and reflective learning.  This paper uses the example of a Gateway Review of a policy implementation project designed to integrate health and social care contact centres to exemplify how co-creation can facilitate collaborative learning.  A Gateway Review is a form of external, independent peer review that aims to improve project performance through the identification and management of risks (NAO 2013).  The review provides recommendations for project improvement based on a combination of document review, interviews and reviewer expertise.  This learning, however, is not as one directional as it might seem.  Rather the learning developed is multidirectional and shared among all involved.  In this example, shared learning developed in a range of spaces, including: collective, public, private and electronic spaces.  In addition to this, the Gateway Review involved a range of stakeholders across the private and public sector, including: consultants, IT professionals, project managers, health care commissioners, social care providers; surveyors; operations managers; health and social care managers; and academics.   The learning process consequent of the Gateway Review had the effect of allowing space for stakeholders to oscillate between multiple roles and identities such as from commissioner to interviewee to service co-producer to colleague to peer in a multiplicity of combinations.  This interchange between roles and identities facilitated a connected and reflexive approach to co-production and peer learning.  In this paper, we reflect on the conflicts, benefits and legacy of the Gateway Review process and the learning it facilitated in order to make the argument that co-produced learning and knowledge sharing is a positive process for project management and improvement.