72 Doing It innovation. With the Cross Country, by contrast all the teams were involved from the outset and were inspired by the idea of the brand and the insight into customers' lifestyles. The Concept Manager, Sara Öhrvall, says, `my insight is that these people (the team assembled to work on the Cross Country) hadn't worked together before. Previously the process was sequential. In this case we worked in a team, which meant the design people and others could explain things. Success has a lot to do with communication. The engineering people, especially, just loved being told about the consumers and how they would use the car and why they would love this or that feature.' 5 Both Volvo and Apple demonstrate the importance of widespread internal engagement that emphasizes customers and other stakeholders rather than internally focused requirements. The principle of openness aims to avoid the damage that inter- nal politics can inflict on a change process, especially if issues go unacknowl- edged or certain disciplines are excluded from the development process. An implication of this is to try to make the FBQ discussion as inclusive as possible and to ensure that key departments and individuals are involved. In structuring the co-creation process itself a number of factors need to be taken into account, not least being the commercial value connected to answering the FBQ. If the organization sees co-creation as an experiment perhaps to be conducted on a tangential product or service, then the com- mercial benefit is likely to be low. This would indicate that the investment