Our vision is to bring the global community together to co-create a “good life for all”. Connect and coordinate cultural creatives.
Preserving individuality in the collective. Existing networks, platforms and providers suffering from a lack of resources and knowledge.
simplify the daily process of solving challenges. To this end, we are developing concepts like Peer2Peer and “ProSumers”
Ecosystem Model based on the concept of systematically seeking and strategically combining that which already exists.
At the heart of our offering is our model, which describes the “world’s largest co-creation process” and the meta-ecosystem.
CoCreate world tour for the prototyping and piloting of the “Ecosystem Design Toolbox” and the gathering of high-quality feedback. .
The financial resources in the shared pot of money will be made available as loans within the network structure based on strategic criteria.
Our vision is to bring the global community together to co-create a “good life for all”. We are working towards this vision by making it easier for the Cultural Creatives to connect and coordinate their projects and transformative processes so that they can mutuallyenhance their impact.
Attempts at defining the “good life for all” can be found in various online publications, e.g. “3 Dimensionen der Nachhaltigkeit” (German only) , the "UN Sustainable Development Goals" and the "Universal Declaration of Human Rights".
However, it is not up to us to decide what a “good life for all” could look like. Instead, its definition should be understood as a part of this co- creation process. The urgency of accomplishing our vision can be seen from two different perspectives:
Reactive: If we are to be resilient as a society , we have to prepare for crises and catastrophes like droughts, floods and famine, which continue to increase in number and intensity, and, in this context, for the greatest challenges facing the world today, and to find ways of addressing them.
Proactive: The creative and entrepreneurial activism of numerous individuals offers the potential for not only creating the life we want for ourselves, but also reducing inequalities and improving the global quality of life.
As a global society, we are currently facing challenges that are particularly daunting and, above all, closely interlinked. Several scholars have already drawn attention to this specific problem, including Meadows (1972) and Randers (2016) . These problems can no longer be addressed and solved separately.
The multiple “tragedy of the commons” (vgl.: https://www.nzz.ch/international/schwerpunkt-allgemeingut-die-wahre-tragikder-allmende-ld.1296135) was, and is still being, caused by policymakers, as well as the impacts of rampant economic growth and a population that is groomed to consume.
They place emphasis on short-term financial benefits to the long-term detriment of the general public and themselves.
This trend can be clearly seen in the debates on refugees, global warming and the widening gap in wealth distribution.
At the same time, we are also seeing a growing sense of helplessness among the people and groups who are working for social change.
There is not enough awareness of their work. And, more than anything, they lack the resources, know-how and strategic vision necessary for bringing about far-reaching changes in society.
The following is needed in order to create a positive balance between the efforts being made and their social impact:
Resources or easy access to them. The lack of resources poses an obstacle to professionalisation and the development of high-quality solutions.
Efficient approaches to knowledge transfer and scaling processes of existing solutions, as well as their implementation.
infrastructure that lowers transaction costs so that sustainable activities, sustainable consumption and other forms of social impact are easier to implement.
In this context, the studies and models of game theory offer solutions “that are based on strategies of cooperation and self- regulation” and make it clear that cooperation is beneficial to everyone in the long term. There are now numerous networks and platforms, as well as providers of support services, for sustainable projects. However, in many cases they are also suffering from a lack of resources, inefficient approaches to knowledge management and inadequate infrastructure. What is needed is a vibrant ecosystem, a functional “market” that makes it possible for Cultural Creatives to develop their social enterprises efficiently and, thereby, move their social impact effectively from niches to mainstream.
Imagine the impact of a network that succeeds in connecting the global community of both active and not-yet-active individuals, organisations and even existing networks in accordance with the motto “preserving individuality in the collective”!
This is exactly what we are creating and inviting you to help us develop! Join us on our journey into a world full of solutions!
In order to find efficient solutions for these systematically interconnected challenges (of an individual and collective nature), we have to identify and understand these challenges and then confront them with strategically interconnected solutions. In this context, the relevance of the solution varies for each stakeholder.
For an NGO, it can be the identification of cooperation partners or resources (funding, online tools, rooms etc.), whereas for a family it can be easy access to sustainable consumer goods or services, and for a municipality, best practice for regional development.
In other words, solutions consist of not only knowledge or information on where, or through whom, a need can be met, but also guidance in the form of patterns* that can be used by a stakeholder for solving the problem.
This is why we have made it our mission to simplify the daily process of solving challenges. To this end, we are developing concepts like "Peer2Peer" and “ProSumers” (both producer and consumer at the same time) and making it possible for Cultural Creatives, as members of a community, to solve problems for each other.
In addition, we are establishing the “CoCreate - Global Solutions Ecosystem” as a solution network in the form of an online and offline platform for matchmaking, co- creation and community-building processes.
In keeping with the platform principle, our motto is: Numerous providers – everything from a single source!
The advantages of our solution can be summarised as follows:
• easy access to resources
• identifying and connecting potentials
• systematically collecting, improving and disseminating existing solutions
• working together to develop new solutions
• strengthening local and international communities
Lowering transaction costs. Deepening cooperation. Increasing effectiveness. Shaping change.
Our impact can be measured above all on the basis of the improved impact of our target group. The detailed impact model will be developed with external support in the second half of 2019.
The following is an initial abstract introduction:
The foundation for this project is our CoCreate Ecosystem Model. It describes both the process and the structure for the “world’s largest co-creation process”, while at the same time serving as an invitation to become part of this process.
The model is based on the concept of systematically seeking and strategically combining that which already exists. Thus it becomes evident that we are already able to meet the majority of our needs for resources, structures and solutions.
In order to strategically connect the various user groups, the model describes a structure in which the functions of network members are differentiated into roles.
In addition, their actions are viewed at various geographical levels in order to support the philosophy of thinking globally and acting locally.
1. Model: DNA and system architecture of the Ecosystem
2. “Node”: Central network hub for the initiation, coordination and support of the networking process
3. Infrastructure: Support services for issue stakeholders (IT tools, financial resources, facilitators, media, knowledge, research etc.)
4. Issues: Knowledge holders and solution developers for the “good life for all”
5. Movement: Cultural Creatives who are not actively involved
in the CoCreate community but profit directly from services and infrastructure
6. General public: Target group of issue stakeholders and movement. The roles build upon each other in their development and are the target group for each other’s products and services.
For example: The central node connects the infrastructure providers and the infrastructure creates value for the issue stakeholders, who in turn initiate social movements and offer their products and services to the general public.
While the meta-ecosystem has the aim of connecting us individuals as a global community, the exchange and co-creation process starts at grassroots level. For example, in a neighbourhood, a part of town or a region. Change is conceived and experienced at all levels. Therefore, the above-described rolesare also found at all of these relevant levels
The world’s largest co-creation process culminates at the global levelin a meta-ecosystem or meta-network that combines various sub- ecosystems and subnetworks. It is here that collective vision, knowledge, resources and potentials come together at a global level. This is how we create easy access to a wide range of services.This level represents the aspects of online, top-down and standardised network architecture
Deep human connection, sustainable cycles and practical action occur in locally anchored ecosystems. Local communities connect people, households, municipalities and regions. They are issue experts with practical experience, as well as well-versed architects of change who share their expertise with the community. And they profit from the easier access to resources, infrastructure and global best-practice knowledge. Regional and cultural requirements and individual needs are experienced – and supported with digital efficiency – through sub-ecosystems and issue-focussed subnetworks. This level represents the aspects of offline, bottom-up and self- empowered decision-making – creation – action.
At the centre of the model isthe concept of co-creation or cooperation between stakeholders. In this context, all substeps are in an ongoing process of “proposing– testing – adapting”.
This is why the model and the lived ecosystem are developing continuously in a dynamic process based on the experience and needs of the network members and, as a result, become increasingly complex (see Evolutionary Organisation, “There are three essential elements that are characteristic of evolutionary organisations – self-management, wholeness and evolutionary purpose").
Infrastructure and issue collective
In order to combine the strengths of individual stakeholders in an organisationally sustainable manner, the initially scattered community is invited to join together to form collectives (e.g. organised as cooperatives). These serve as incubators for peer-learning and peer-innovation.
First of all, they are a virtual company that offers its products and services as a joint portfolio both within and outside of the ecosystem. Through the linking of various subspecialists, it is possible to offer a wider range of products and services with higher quality, which is also easy for interested parties to find.
Second of all, it is primarily the infrastructure that co-develops the central services (key platform components) of the ecosystem (e.g. IT -> online platform; media -> PR campaign; funds -> financing of the start-up processes; facilitation -> community building; knowledge -> pattern database; vision -> awareness raising).
CoCreate provides assistance for these strategic co-creation and organisational development processes with the support of external experts.
One of the first steps in this context will be to develop the node of internal departments into infrastructure collectives in order to create an effective network basis for later target groups (issues, movement, general public).
Scientific &technological elements
Through the integration of various scientific and technological approaches, the system architecture of the model allows for a complex meta-connection of strong, autonomous systems.
Various concepts, such as the principle of "holons" pattern theory (see https://mack.partners/wissen/was-istintegral-aqal/holon-und-holarchie-aqal) and the principle of interfaces from the field of IT (APIs), are used in this context. In addition, the planning process is supported by impact analysis and system modelling.
Approaches based on natural principles, such as biomimicry, social permaculture and emergence, also represent an important basis for the development of the model.
The scientific and technological context will be explained in greater detail in the prospectus paper v0.7.
As a label, CoCreate enables various independent elements to be recognised internally and externally as a shared ecosystem (network and community). This is described by the model, organised as a cooperative and coordinated through nodes.
The CoCreate Ecosystem Model is unique in that it combines various fields of knowledge, i.e. has an interdisciplinary structure. It already combines modern business development (platform business modelling) with intuitive design, value-based action, scientific and technological considerations and social innovations.
At the same time, it observes online and offline processes for global and local action and integrates a consideration of processes and structures. This is how it overcomes a purely descriptive nature and allows for the transformation from utopia to reality.
The CoCreate BOOK invites readers to share the dream of a “good life for all” and describes how the MODEL can be used for transforming this apparent utopia into reality.
In addition, it combines theoretical approaches, visual storytelling and an attitude of respectful interaction to create a guide for profound social transformation.
As an impetus for an interdisciplinary, cross-regional and multisectoral movement full of joy and possibilities, it also serves as the basis for a common understanding and a common direction in which individuality is preserved in the collective.
A poster of the Ecosystem MODEL is even included as the book cover.
Our Online-PLATFORM offers the following main functions, providing access to a wide spectrum of solutions and services offered by the community itself:
• Pattern database: Collection and dissemination of solution knowledge in a standardised format
• Community & communication area: Open or issue-oriented exchange with facilitation
• Co-creation area: Interactive and supported linking of existing solutions and development of new solutions
• Marketplace (in the future): Exchange of goods and services
In this context, the combination of a sophisticated semantic data model with interactive UX (user experience design) and accompanying processes has the potential to revolutionise the way in which we collect and correlate information to acquire knowledge. This is the only way the strategic integration of stakeholders, knowledge and offerings can succeed.
In future stages of development, the integration of additional technologies, like AI, machine learning, blockchain, cryptocurrency, gamification and VR/AR, will play an important role.
Ecosystem Design Toolbox (EDT)
The “EDT” describes the CoCreate Ecosystem MODELL as a set of Pattern Cards (see https://www.sce.de/realtimeinnovation.html) and serves as a facilitation instrument for the local development and networking processes of communities, municipalities and regions. It is broken down into individual knowledge modules to help describe the most important elements of the model in a simple manner and make it possible to customise and assemble them as needed for various areas of application.
The Toolbox combines method descriptions for use in analysis, system mapping, impact modelling, campaign planning, group facilitation, decision-making processes and much more (e.g. Theory U, Art of Hosting, sociocracy, non-violent communication etc.).
In addition, it is possible to download and print out solutions for thematic content based on the UN Sustainable Development Goals via the pattern database of our PLATFORM (e.g.: permaculture planning for food security, the self-organisation of educational programmes, assembly instructions for wind turbines etc.).
Through the playful structure, it is possible for groups to learn about and design their own ecosystem. Furthermore, the facilitators of the infrastructure collective “Facilitation” will be trained for its ussage through online and offline trainings, to provide them with an intuitive tool for their work.
This is also an important strategy to scale our solution approach.
Current status & next steps
During the initial investment phases Start-Up Financing I “Seed” and Start-Up Financing II “Start-Up & Proof of Concept”, the project will be financially dependent on idealistic supporters.
We see ourselves as a social business whose establishment and financial independence will develop over the course of multiple stages. The financing requirements of the project are planned in a progressive and dynamic manner.
This means that the rate of growth will be kept in line with the available funds in order to ensure that the project remains sustainably viable at all times. The outline of the business and financial planning shown here will be fleshed out in the Prospectus Paper v0.7.
The finalisation of the business- planning process will be carried out by the managing director to be hired for the founding of the cooperative. This position will be advertised in early August with the aim of hiring the successful applicant by no later than early October. In an additional step, the business processes will also be illustrated through system modelling in order to make them more transparent and easier to plan.
As a legal structure for the ecosystem, a cooperative will be founded by the end of 2019. It will also serve as the legal structure for the “global node” headquartered in Vienna. This first node represents the nucleus of the ecosystem, whose departments develop the “platform key components” and serve as focal points for the co-creation of the first infrastructure collectives.
This legal structure allows for the incorporation of various types of members (employees, partners, network members, supporting members etc.) while preserving their respective legal forms (private individual, association, company etc.).
This approach is in line with our principle of striving to preserve “individuality in the collective”. Furthermore, it promotes self- organisation and flat-hierarchical cooperation in the spirit of “Teal organisations” and “New Work”
Business model: Fund
The CoCreate business model will rely on multiple revenue sources in order to minimise the default risk and maximise independence. These sources can be grouped broadly
into three types of revenue: our own income (membership fees, sales, services), donations and grants and forms of investment (crowdinvesting & impact investing). All income will flow into a shared pot of money, the infrastructure component “Fund”.
The shared funds will be used for covering the basic costs of the global node and made available as loans within the network structure based on strategic criteria. The aim is to make it possible – initially for the infrastructure collectives and later for the issue collectives – to establish a sustainable social business. Loans will be granted on the condition that, after the business has been successfully established and the loan repaid, the collective will pay a portion of its profits into the Fund as a solidarity contribution. As a result, the Fund will grow, and the system will strengthen itself as more and more projects are given the opportunity to establish sustainable business models.
The explicit revenue model will be further elaborated during the
next phases of business-plan development. The Fund will be set up in cooperation with experts.
For the next phases of development, we are looking for start-up financing in two stages for covering the individual subpackages. In addition, we will also use crowdfunding, and later crowdinvesting and impact investing, to create a broader base
Hansi Herzog has been financing the development work to date through a private investment. An emergency fund is in place to ensure that the development process can continue, at least on a small scale, if no capital can be raised from external sources.
Starting in 2021, 100% of the financial resources required for normal operation and the further development of the ecosystem will be provided through the Fund principle.
No accurate predictions can be made on the basis of a 5-year plan, because the subsequent stages of development will be organised in a completely progressive and dynamic manner. These stages will be managed through clearly defined, self-functioning service bundles.
They will be either published independently by the collectives and crowdfunded on the shared platform or supported directly by the Fund.
In this context, so-called gamification approaches will help us create a “fan base” that is highly motivated to be part of and benefit from the development of the next version number of the ecosystem and its subsections.
This Prospectus offers an introduction to our project. 50 pages about CoCreate and the people behind it. As we would love to know who you are please leave your name and email below and we send you the download link.
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