Q3 · 2025The Power of Co-Creation

In a world of accelerating complexity, no single mind can hold all the answers. The challenges we face – whether we are in fields such as healthcare, technology, education, or sustainability – are too multifaceted to be solved in isolation. We now live in an era where co-creation – the deliberate, purposeful collaboration of diverse minds – is not just a method of innovation but a necessity for meaningful progress.

The Transformative Power of Co-Creation

Bringing together thought leaders and domain experts from varied fields to work in synergy can unlock breakthroughs that would be impossible within silos. Co-creation is more than brainstorming; it’s about building a shared vision, navigating different perspectives, and finding breakthrough, effective solutions to difficult problems.

When experts co-create, three powerful dynamics come into play:

1. Diverse Perspectives, Deeper Insight

True innovation rarely comes from repetition. It emerges when different viewpoints clash, challenge, and ultimately complement one another. Neuroscientists think differently from leadership strategists; Olympic champions apply mental discipline in ways that can inspire business leadership; organizational psychologists understand cultural dynamics that can transform how teams function.

When we embrace these differences rather than minimize them, we uncover not just better ideas-but more holistic and sustainable solutions. Co-creation leverages this diversity, turning potential friction into creative fuel.

2. Collective Ownership, Accelerated Impact

Solutions created by a collective are more likely to be adopted, championed, and executed with energy. Why? Because co-creation builds ownership. When people contribute their voices, they naturally want to see the idea succeed. In organizations, this translates into stronger alignment, deeper engagement, and faster execution. Of course, the direction and the key pillars of a culture need to be established from the top. But then, it is co-built across every level of leadership.

3. Learning and Growth in Every Exchange

There is a profound humility in collaboration. Even experienced experts can learn a lot in the presence of others who think differently. Co-creation is a constant act of learning: about others, about the world, and most importantly, about oneself. It invites us to reflect, to stretch our thinking, and to evolve. The result is not just smarter strategies, but more adaptive, resilient leaders.

For over two decades, I’ve worked at the intersection of high performance, mental excellence, and organizational culture. Time and again, I’ve seen that the most successful individuals and companies are those that recognize the power of co-creation. They understand that performance is not a solo race – it’s a team sport.

This belief is at the core of one of the very inspiring initiatives I’ve been part of over the past three years.

Co-Creating Culture at Novartis: The C-LAB

Since 2022, I have had the privilege to serve as a member of the Novartis Culture Leadership Advisory Board (C-LAB). This remarkable board brings together global thought leaders from diverse disciplines with a number of diverse, passionate leaders from inside Novartis to challenge assumptions, share bold ideas, and co-create what comes next. We meet in person once a year and connect several times virtually to support the cultural evolution of one of the world’s leading healthcare companies. Our goal is clear yet bold: co-create a culture that enables Novartis to reimagine medicine, now and into the future.

Under the visionary leadership of CEO Vas Narasimhan and CHRO Rob Kowalski, and orchestrated by Hannah Perry and her team, Novartis has demonstrated a strong commitment to external insight, deep listening, and cultural evolution. What makes this initiative so impactful is not just its ambition – but the spirit in which it is carried out: open, inclusive, and grounded in trust.

At the heart of C-LAB is a powerful ecosystem of minds. Let me briefly introduce my fellow C-LAB members, each of whom brings a unique lens to the co-creation process:

• Vyla Rollins – An expert in organizational psychology from the London Business School. Vyla brings deep understanding of group dynamics, organizational performance, and sustainable behavioral change.
• Lisa Bodell – The founder and CEO of FutureThink, Lisa is a global authority on innovation and simplification. She challenges organizations to eliminate complexity and unlock creative thinking.
• Amy Edmondson – A professor at Harvard Business School, Amy’s groundbreaking work on psychological safety has transformed how leaders think about team performance and learning environments.
• Linda Hill – Also from Harvard Business School, Linda is a pioneer in the fields of leadership development and innovation. Her research on “leading from behind” and collective genius adds a lot of value to our work.
• Dominique Gisin – Olympic gold medalist and physicist, and dear colleague of mine since many years. I had the privilege to work alongside of her and to be the co-author of her story called “Making It Happen”. Dominique brings the mindset of world-class athletic performance and resilience. Her insights into handling pressure, recovery, and long-term focus are invaluable.
• Jean-François Manzoni – As President of IMD Business School, Jean-François specializes in leadership transformation and execution excellence. His academic rigor anchors the cultural frameworks.
• Katherine Xin – From China Europe International Business School, Katherine offers a critical lens on global leadership, cross-cultural collaboration, and emerging markets.
• Sanyin Siang – A professor at Duke University, Sanyin’s expertise lies in shaping leadership identity and unlocking the potential of high-performing teams.
• Rita McGrath – One of the world’s top experts on strategic inflection points and discovery-driven planning, Rita helps us think dynamically about change and competitive advantage.
• Darren Shand – As the former High Performance Manager of the New Zealand All Blacks, Darren brings deep expertise in team culture, elite performance, and long-term cohesion.

When interacting with each other, each of these individuals has inspired and expanded my thinking. Together, we do not simply advise – we co-create with several key Novartis leaders from all over the globe. We ask hard questions, provoke new perspectives, and most importantly, listen deeply to what is emerging from within the company.

What We’ve Observed About Culture

In our work with Novartis, we’ve observed a few foundational truths about culture and performance:

1. Culture Is Not What You Say; It’s What You Do and Reward

Statements and posters don’t shape culture—behaviors do. What’s truly valued and rewarded becomes the culture, whether stated or not. At the C-LAB, we’ve focused on aligning behaviors with values, especially in how teams work together, how decisions are made, how feedback is given, and how leadership is demonstrated.

2. Bold Vision Needs Human Connection

Even the most inspiring mission – like reimagining medicine – only becomes actionable when it’s deeply connected to people’s purpose and identity. Culture is the bridge between strategic intent and personal motivation. It needs stories, symbols, and high performance habits that anchor people emotionally.

3. Culture Is a Living System

We’ve seen that culture cannot be managed like a project. It must be cultivated like a living ecosystem—with feedback loops, listening mechanisms, and adaptive experimentation. Novartis has embraced this, creating space for grassroots ideas to scale and evolve organically.

4. Trust Is the Performance Multiplier

Trust between leaders, teams, and across functions is what enables speed, innovation, and resilience. It’s also what allows for courageous conversations. Co-creation thrives in environments where trust is high and ego is low.

Looking Ahead: Culture as a Key Advantage

Novartis is not alone in recognizing that culture is now a strategic differentiator. In a rapidly shifting world, the ability to adapt, learn, and collaborate is more valuable than any single product or market share. Companies that intentionally shape their culture – through openness, co-creation, and psychological safety – are those best positioned to navigate successfully in times of uncertainty.

Our work on the C-LAB is not done. In fact, it is only the first year of the second term. The journey to a high-performance culture is never linear and never complete. What gives me confidence is the caliber of minds, the depth of commitment, and the clarity of purpose I see in this initiative.

I am grateful to make my contributions together with such remarkable individuals – and with the courageous leaders at Novartis – who believe in a better way of working, leading, and performing.

We are all being called to work more collaboratively, more wisely, and more humanely. Whether you are a CEO, a business leader, an entrepreneur, a professor, or a scientist, the invitation is the same: step out of the silo, step into the circle, and co-create something that none of us could build alone. Because high performance is not only about being the best in the world – it’s about being the best for the world. And that begins with co-creation.

Best wishes,