The Results 151 significantly outstripping the growth of most competitors. Before the process spontaneous brand awareness was 8 per cent. Six months later, awareness had risen to 18 per cent. Prompted awareness was 70 per cent pre-launch and then stabilized at 82 per cent with virtually no ongoing advertising sup- port. Year on year growth of traffic from sources that ebookers attribute to branding (customers searching specifically for the ebookers name) was up 47 per cent year on year. Conversion on brand name pay per click was four times that of conversion on normal pay per click. Twelve per cent of total traffic now comes from people who type ebookers.com directly into Google/ browser bar. Prior to launch the figure was 5 per cent. Conclusion In this chapter we have argued that innovation must be seen within the context of a system. A company can have an exemplary process in terms of discovery, ideation, development and filtering but still fail to be an effec- tive innovator because the outputs fail to see the light of day. Leaders and managers are vital gatekeepers who can help to ensure that good ideas make their way to the market, or they can be guilty of inertia, too concerned with meeting this quarter's figures or dealing with on-going problems to give suf- ficient emphasis to innovation. When organizational insiders are supportive then co-creation can yield strong results because it already includes the cus- tomer perspective. This may not always be right of course and co-creation is really too young to generalize whether it has a better record of innovation than more closed models, but it should help to get things to market quicker, while reducing risk. In particular, we sense from our research that co-crea- tion is particularly adept at getting to an effective voice for communications. However, we would not wish to over-egg this point relative to the substance of generating content innovation. Co-creation can clearly help to design and implement products and services so that the brand as experienced by the customer is relevant and appealing. It is the potential of co-creation to address both the tangible and intangible attributes of the brand that make it so interesting. Notes 1 Csikszentmihalyi, M (1999) `A Systems Perspective on Creativity' in Creative Management and Development (3rd edition), ed Henry, J, p 3, Sage Publications, London 2 Burns, T and Stalker, G M (1994) The Management of Innovation . Oxford University Press, New York 3 IBM: Capitalizing on Complexity . Research based on 1,541 face-to-face interviews with CEOs worldwide between September 2009 and January 2010, p 41