The Set Up 71 drift, Bill Walshe, then Chief Marketing Officer of Jumeirah, points out, `I think we were complacent, as a lot of hotel companies were. We believed that there was sufficient interaction with the customer. But we came to real- ize that market research was after the event and anything it might lead us to was reactive and that what we needed to do was to take that consumer engagement and communication and make it proactive.' Generating organizational traction With all intervention processes there is both a need to understand the issues and a need to gain traction inside the organization. In developing the FBQ attention needs to be paid to understanding the needs and perhaps fears of internal stakeholders. This is important for two reasons. First, one of the key success factors in significant co-creation processes is the participation and endorsement of senior managers from sometimes diverse parts of the organization. This is important symbolically for participants from inside and outside the company because senior manager involvement indicates that in- novation is significant and that the ideas generated will have the opportunity to be realized. For those involved in co-creation it quickly becomes demoti- vating to feel that what they do lacks relevance or impact. As Rick Jenner of Virgin Media observes of the challenge of co-creation, `if you go out and say to people you want to involve them and then you don't act upon it, you begin to lose credibility quite quickly. . . in a community you are asking for people's time and contribution and what they expect in return is for things to be bet- ter and you therefore have to be able to prove that what they have said has made a difference.' Second, while it is convenient to talk of the organization as an `it', as if it was some unified system, the reality is that organizations are riven by competing interests and different needs. Realized innovation does not usually happen simply because the insight or marketing team promotes an idea, nor because the engineering group develops a technical improve- ment. Rather it requires the coming together of different disciplines to help create a customer relevant idea and then to realize it. When people work in isolation, solutions tend to be partial and beset by internal conflicts. Steve Johnson relates how Apple use an approach called concurrent or parallel production, whereby `all the groups ­ design, manufacturing, engi- neering, sales ­ meet continuously through the product development cycle' as they iteratively evolve solutions together. It is a process that creates `clash and connection' between the different disciplines but aims to keep `the conversa- tion open to a diverse group of perspectives'. 4 The concurrent approach was also adopted by Volvo in the development of the Cross Country. Until this model, development had been linear. The engineering team would lead off and develop a technically superior product and then it would move through the different departments, eventually arriving with the marketing team who would have to figure out an angle to present to the market ­ invention not