US agency co:collective creates methodology for the ‘new era’


New York creative consultancy co:collective has launched a new methodology in preparation for a ‘new era’ set to emerge post the global coronavirus pandemic.

“As we start to re-emerge from quarantine, one thing is clear. This will not be a return to how things were. It will be an encounter with a new era”, the company said.

Drawing on ten years of experience in helping fortune 500 companies define and live their purpose, the firm has launched the new programme designed to help companies “create an internal culture of ideation and invention in a time of uncertainty”.

Methodology for a new era

Kit Krugman, co:collective’s Head of Organisation + Culture Design said: “Company culture was always a differentiator. Now, it’s an imperative.

“If one thing has become clear in this moment it’s the way organisations treat their employees, build community and strengthen relationships is key to resilience.

Neil Parker, Chief Strategy Officer at the company said: “This is a time of deep change that demands reinvention. Most teams have been fragmented, and many people feel isolated and overwhelmed, anxious and uncertain.

“In a moment when businesses need to be at their most inventive, there are huge barriers standing in the way of creativity.

“We’ve designed a solution that helps teams to overcome these challenges by identifying the barriers to invention, defining opportunity areas and charting a path to action.”

Through a four-week process, co:collective applies a proprietary methodology called the C.R.E.A.T.E.S. framework. It works with companies to design solutions that they can put to work immediately.

The framework assesses seven different components:

  • Compelling direction – A shared vision that transcends commercial gain
  • Roles + responsibilities – Clarity on each team member’s role in achieving the vision
  • Expectations of, and support for, innovation – Strong signals from leadership that innovation matters
  • Authority – Explicit understanding of power and decision making
  • Task – Clearly defined objectives and boundaries for the work
  • Environments – The spaces and technologies to support the team’s joint and solo work
  • Safety – The ability to share ideas without fear

The programme helps leaders assess where they need to focus most along this spectrum to drive reinvention.

For example, as many organisations have pivoted due to the constraints of COVID, team roles and responsibilities may be an area of acute ambiguity.

Or, alternatively, the assessment might show that the mission or vision has shifted (or needs to shift) in this moment.

If the assessment points to compelling vision as the primary pain point, co: works to rapidly re-align the team on what matters most in this moment.

The methodology identifies where leaders can focus to drive the most impact. It also helps accelerate clarity for the team that enables them to move forward, faster.