Stakeholder Co-Creation Workshop Guide

Part 1: Tool Blueprint & Overview

This section outlines the foundational design, philosophy, and components of the toolkit.

1.1. Primary Objective

• To provide a structured and psychologically safe process for a company and a group of its key external stakeholders to co-design a tangible, mutually beneficial solution to a shared problem. The goal is to generate innovative ideas and build deep, resilient trust by transforming the relationship from a transactional one to a true partnership. This workshop is an act of corporate statesmanship, signaling a shift from a company that simply operates in a community to one that operates with and for its community.

1.2. Key Components

• A. The Pre-Workshop Stakeholder Briefing Pack: A concise, jargon-free document to send to external stakeholder participants. It will set the context, clarify the shared problem, and pose key questions to ensure a productive session. This pack is a critical first impression that sets a tone of respect and partnership. (Content detailed in Part 2).

• B. The Facilitator's Guide & Workshop Agenda: A detailed guide for running a half-day (4-hour) co-creation workshop, with specific exercises designed to foster trust, break down power imbalances, and generate shared solutions. This guide is the operational core of the toolkit, designed to empower a facilitator to manage a complex, multi-stakeholder conversation. (Content detailed in Part 3).

• C. A "Shared Commitment" Output Template: A simple template to capture the co-created solutions and the specific, mutual commitments made by both the company and the external stakeholders during the workshop. This serves as the foundational document for the ongoing partnership, turning the workshop's energy into a concrete action plan. (Content detailed in Part 4).

1.3. Core Concepts of the Toolkit

• 1. From Dialogue to Co-Creation: The core principle is to move beyond simply listening to stakeholders (dialogue) to actively empowering them as equal partners in designing solutions to shared problems (co-creation). Traditional stakeholder engagement (like focus groups or town halls) often involves a company presenting a pre-formed idea and asking for feedback. Co-creation starts much earlier. It begins with a blank page and a shared problem, and invites stakeholders to hold the pen alongside the company. This approach recognizes that stakeholders often have deep expertise and insights that the company lacks, and that the most effective solutions are those that are built with them, not just for them.

• 2. Shared Ownership, Shared Success: This toolkit is based on the idea that the most resilient and successful solutions are those that are co-owned by the company and its stakeholders. When stakeholders have a real hand in designing a solution, they develop a vested interest in its success, transforming them from passive recipients or critics into active partners in implementation. This shared ownership creates a powerful network of champions for the initiative, dramatically increasing its chances of long-term success and creating a positive "ripple effect" of goodwill and trust throughout the community.

1.4. The Principles of Co-Creation

For this workshop to be successful, all participants (both from our company and from our stakeholder partners) must agree to a set of shared principles. The facilitator should present these at the beginning of the session.

• We Are All Equal Partners: In this room, there are no hierarchies. Every voice has equal weight, regardless of title or organization.

• We Are Here to Build, Not to Blame: We acknowledge the complexity of the problem and are here to co-create a better future, not to assign blame for the past.

• We Listen to Understand: We commit to listening with the intent to truly understand each other's perspectives, not just to wait for our turn to speak.

• We Build on Each Other's Ideas: We will use the principle of "Yes, and..." to build on and improve ideas, rather than shutting them down.

• We Commit to Action: We are not here just to talk. The goal of this session is to produce a concrete, actionable pilot plan that we will be jointly accountable for.

1.5. Two Pathways for Co-Creation

This toolkit is a versatile resource that can be used in two distinct ways:

• Pathway A: The "Systemic" Path (Used with the Collective Action Planner)
  This is for tackling large, industry-wide problems.

1. Step 1: The "Summit" – Aligning the Powers (Using the Collective Action & Ecosystem Benchmarking Planner)

   1. The first step is a high-level strategic alignment meeting—a "Summit." The goal of this meeting is not to solve the problem, but to get the most powerful actors in the ecosystem to agree on the nature of the problem and to commit the resources and political will to solve it.

   2. Who is in the room? The "powers" of the ecosystem: CEOs of your company and key competitors, heads of major industry associations, high-level government regulators, and leaders of influential NGOs .

   3. What is the objective? To use the Collective Action Strategy Canvas to create a high-level "charter" for a new, pre-competitive alliance. The output is a shared vision, a commitment of resources (funding, people), and a clear mandate to find a solution.

   4. Why this step is first: This "Summit" creates the "safe container" for the real work to happen. By getting buy-in from the highest levels first, you de-risk the initiative, ensure it will have the necessary resources, and remove the political obstacles that would otherwise derail a ground-level effort.

• Step 2: The "Studio" – Designing the Solution ((Using this Stakeholder Co-Creation Workshop Guide)

• Once the "Summit" has created the mandate, the second step is to convene a "Studio"—a hands-on, creative workshop to design the actual solution.

• Who is in the room? The "practitioners" of the ecosystem: technical experts from your company and partner companies, on-the-ground stakeholders who are directly affected by the problem (e.g., community leaders, factory managers, suppliers), and subject matter experts from NGOs and academia.
  Crucially, high-level executives and competitors from the "Summit" are generally not in this workshop, as their presence can stifle the open, creative, and non-political dialogue needed to design a truly effective solution.

• What is the objective? To use the co-creation process in this toolkit to design a specific, tangible, and practical pilot program or solution that fulfills the high-level vision created at the "Summit" .

• Why this step is second: The "Studio" can only succeed because the "Summit" has already provided the political cover, the resources, and the strategic direction. The practitioners in the room are freed from the burden of politics and can focus entirely on what they do best: collaboratively solving the problem in a way that will actually work in the real world.

• Pathway B: The "Localized" Path (Used as a Standalone Tool)
  The "Roundtable" – Co-Solving a Shared Problem (Using this Stakeholder Co-Creation Workshop Guide as a standalone tool)

Think of this pathway as convening a "Roundtable." The goal is to move beyond the traditional, often paternalistic, model of corporate social responsibility (where the company designs a solution for the community) and instead invite your key stakeholders to sit at the table with you as equal partners in designing a solution.

• Who is in the room? The "practitioners" and "experts" directly connected to the problem. This includes managers from your company, but most importantly, it includes the external stakeholders who have the deep, lived experience of the issue: local community leaders, key suppliers, members of a customer advisory board, or local non-profit partners.

• What is the objective? To use the co-creation process in this toolkit to move from a shared problem to a co-designed, tangible pilot program or solution. The output is not just a better idea; it's a "Shared Commitment Charter" that creates joint ownership and accountability for the path forward .

• Why this path is powerful: This "Roundtable" approach is the most powerful way to build deep, resilient trust with your key stakeholders. By genuinely empowering them in the design process, you transform the relationship from a transactional one to a true partnership. This not only generates more effective and sustainable solutions (because they are built with on-the-ground expertise), but it also creates a powerful network of champions for your company, strengthening your social license to operate.

Part 2: The Pre-Workshop Stakeholder Briefing Pack

This pack should be sent to all external participants one week prior to the workshop. It should be a simple, professional, and respectful document (e.g., a 2-page PDF). Its tone is crucial for setting the stage for a collaborative, non-corporate session.

2.1. Welcome & Invitation Letter

Subject: An Invitation to Co-Create a Solution for [Shared Problem]

Dear [Participant Name],

Thank you for agreeing to join us for a special co-creation workshop on [Date]. We have invited a small, diverse group of our most important partners—including community leaders, customers, and experts like yourself—to help us solve a challenge that we cannot solve alone. We specifically sought your participation because of your deep expertise in [mention their specific area of expertise, e.g., "local recycling logistics" or "youth engagement"].

The purpose of this workshop is not for us to present a pre-packaged solution. Instead, our goal is to bring together the best ideas in the room to co-design a tangible, effective, and mutually beneficial path forward. Your expertise and perspective are critical to this process.

To help make our time together as productive as possible, this short document provides some background context on the shared problem we will be tackling and a few reflection questions to consider.

We are genuinely excited to learn from you and to build a better solution together.

Sincerely,

[CEO/Senior Leader Name]

2.2. The Shared Problem: A Simple, Honest Framing

This section should be a concise, jargon-free, and honest description of the problem. It must be framed as a shared challenge, not just a company problem.

Our Shared Challenge: [e.g., Reducing Plastic Waste in Our Community]

• The Situation: As a major user of packaging in our community, we recognize that we are a significant contributor to the local plastic waste stream. At the same time, we know that our community's recycling infrastructure is under-resourced, and that community groups are working hard to address this issue.

• The Tension: We are committed to reducing our environmental footprint, but we know that any solution we design in isolation is unlikely to be effective. A truly successful solution requires a partnership between our company (which creates the packaging) and the community (which manages the waste).

• Our Goal for the Workshop: To co-design a practical, community-based pilot program that measurably reduces the amount of our packaging that ends up in landfill.

2.3. Pre-Workshop Reflection Questions

Please take a few minutes to think about these questions before our workshop. There is no need to write down formal answers; they are simply intended to spark your thinking.

1. The Ideal Future: If we were to perfectly solve this problem together, what would success look like in 3-5 years? What would be different in our community?

2. The Biggest Barrier: From your perspective, what is the single biggest obstacle that has prevented us (collectively) from solving this problem so far?

3. A Unique Contribution: What is the most important skill, insight, or resource that you or your organization could bring to a potential solution?

Part 3: The Facilitator's Guide & Workshop Agenda

This guide provides the step-by-step instructions for preparing and running a successful half-day (4-hour) Stakeholder Co-Creation Workshop. The facilitator's primary role is to create a level playing field where all voices are heard and valued.

3.1. Preparation & Setup

• Review the Pre-Work: Read through the reflection question responses to understand the perspectives of the stakeholders before they enter the room.

• Prepare the Room:

• No "Head of the Table": Use a circular or U-shaped seating arrangement. Avoid a classic boardroom setup.

• Mixed Seating: Intentionally mix company representatives and external stakeholders. Do not let them sit in separate groups.

• Materials: You will need a large whiteboard, several flip charts, and plenty of Post-it notes and sharpies.

3.2. Workshop Agenda & Flow (4-Hour Session)

• (0:00-0:30) Module 1: Welcome & Equalizing the Room

• CEO's Welcome (5 mins): The senior leader welcomes the group, thanks them for their time, and, most importantly, frames the company's position as one of humility.

• Key Message: "We are here today because we know we don't have all the answers. We have a problem that we cannot solve without your expertise and partnership. Our goal today is to listen and to build a solution with you."

• Exercise - "Round-Robin Introductions" (25 mins): Go around the room. Each person (including the CEO) answers two questions: "What is your name and organization?" and "What is your personal hope for what we can achieve today?" This equalizes all participants and focuses the group on a shared, positive outcome.

• (0:30-1:30) Module 2: Building a Shared Understanding

• Exercise - "Shared Problem Mapping." On a large whiteboard, the facilitator leads a group discussion to map the shared problem from all perspectives.

• Facilitator Prompts:

• "Let's start with the problem. From your perspective, what is the biggest challenge we are facing here?"

• "Who are all the people affected by this problem?"

• "What are the biggest barriers that have stopped us from solving this so far?" (This draws on the pre-work).

• Goal: To create a single, co-created visual map of the problem that reflects everyone's perspective. This ensures you are all trying to solve the same problem.

• (1:30-2:30) Module 3: Co-Creative Brainstorming

• Exercise - "How Might We...?" Ideation. The facilitator reframes the biggest barriers into "How Might We...?" statements (e.g., "How might we make recycling more convenient for busy families?").

• Exercise - "Silent Brainstorming." Give everyone a stack of Post-it notes. For 10 minutes, everyone silently writes down as many ideas as they can, one per Post-it. This ensures that the loudest voices don't dominate the brainstorming.

• Exercise - "Affinity Mapping." The group then shares their ideas and clusters them into 2-4 promising "solution themes" on a flip chart.

• (2:30-2:50) Break

• (2:50-3:50) Module 4: Designing the Pilot Solution

• Exercise - "Solution Prototyping." Divide the participants into mixed groups (company + stakeholders). Assign one "solution theme" to each group.

• Task: Each group's task is to design a simple, practical, and low-cost pilot program to test their idea. They should answer three questions on a flip chart:

1. What is our pilot idea? (Give it a name).

2. How would it work? (What are the key steps?).

3. How would we measure success? (What is the one metric that would tell us if it's working?).

• Each group presents their pilot idea to the full team.

• (3:50-4:00) Module 5: Commitment & Close

• Exercise - "Dot Voting." The full group votes on the pilot idea they believe is most promising and achievable.

• Closing: The facilitator captures the winning idea and the key commitments in the "Shared Commitment" template. The senior leader closes by thanking the participants and reaffirming the company's commitment to the co-created plan.

Part 4: The "Shared Commitment" Output Template

This template is to be filled out by the facilitator in real-time during the final module of the workshop. It serves as the official, co-created record of the session's outcomes and the foundation for the new partnership.

Our Shared Commitment Charter

Date of Workshop: [Date]

Participants: [List of participating organizations]

1. Our Shared Problem

• [A 1-2 sentence summary of the shared problem, taken from the "Shared Problem Mapping" exercise in Module 2.]

• Example: "Our community faces a significant plastic waste challenge, driven by a combination of high packaging use and an under-resourced recycling system. This creates a shared responsibility for both the producers of packaging and the community that manages it."

2. Our Co-Created Vision

• [A 1-2 sentence statement of the ideal future state, taken from the pre-work and Module 4.]

• Example: "We envision a community where 90% of plastic packaging is diverted from landfill, and where our local recycling system is a source of pride and a model for other communities."

3. Our Pilot Initiative

• [The name and a brief description of the winning pilot idea from the "Dot Voting" exercise in Module 5.]

• Initiative Name: The "Community Recycling Rewards" Pilot

• How it Works: We will co-launch a pilot program in the [Name] neighborhood. Special, marked recycling bags will be distributed to households. A dedicated collection service, funded by our company, will pick up these bags weekly. For every full bag collected, the household will receive a small credit/reward, and a matching donation will be made to a local community fund.

4. Our Mutual Commitments (The Next 90 Days)

• [This is the most critical section. It details the specific, tangible, and time-bound commitments made by both the company and the stakeholder partners.]

• Our Company Commits To:

• Funding: Provide seed funding of [Amount] to cover the costs of the pilot program for the first six months. (Owner: [Name, Title])

• Logistics: Secure a logistics partner and manage the collection service for the pilot. (Owner: [Name, Title])

• Marketing: Develop and fund a local awareness campaign to promote the pilot to residents. (Owner: [Name, Title])

• Our Stakeholder Partners Commit To:

• Community Engagement (Community Association): Lead the outreach to households in the pilot neighborhood and act as the primary point of contact for residents.

• Oversight (NGO Partner): Provide expertise to help us design the success metrics and act as a neutral third-party to help us measure and report on the pilot's impact.

• Support (Municipal Government): Provide the necessary permits for the collection service and help promote the program through official city channels.

5. How We Will Measure Success

• [The single, clear metric for the pilot, from Module 4.]

• Primary KPI: The total mass (in kg) of plastic waste collected through the program each month.

• Secondary KPI: The percentage of households in the pilot neighborhood that participate at least once a month.

6. Our Commitment to Ongoing Partnership

• We agree to form a "Community Recycling Council," with representatives from all participating organizations. This council will meet monthly for the first six months to oversee the pilot, solve problems, and ensure we are holding ourselves accountable to these shared commitments.