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In a constant quest to enhance value, companies have adopted a co-creation approach, relying on digital tools that enable interaction with customers and co-construction of product features. In the absence of research into the creation and implementation of these tools, this article explores how co-creation logics are transforming the usual processes of product development. It also focuses on understanding the implications of these changes for the organizational learning process, usually associated with the creation of new products. Four main findings emerge from the exploratory study: 1) The adoption of co-creation logics leads to the involvement of new players in development processes, resulting in significant organizational change; 2) The study of development processes reveals two highly differentiated phases; 3) The adoption of a co-creation logic brings out the search for strong product and image consistency; 4) The creation of IT platforms designed for co-creation is not based on the adoption of co-creation principles. The way in which co-creation principles transform logics of learning is then discussed, and avenues for future research are proposed.