PRO-VE 11 - Special Panel Session on Next Generation Collaborative Networked Organizations
1 like3,575 views
The document discusses the proceedings of the 3rd edition special panel session on collaborative networked organizations, focusing on value co-creation and co-innovation strategies across different industries. It presents case studies and insights from various panelists, addressing challenges and best practices in managing collaborative networks. The aim is to document empirical knowledge and provide frameworks for enhancing strategic planning and operational effectiveness in collaborative efforts.
PRO-VE 11 - Special Panel Session on Next Generation Collaborative Networked Organizations
- 1. copyright 2011 Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session 3rd Edition SPECIAL PANEL SESSION ON Towards the Next Generation Collaborative Networked Organizations: International Challenges, Trends and Research Opportunities “Value Co-creation & Co-Innovation Strategies in Collaborative Networks: Emergence in different Industrial Domains” Special Session Organizing Committee David Romero (ITESM, Mexico City), Ricardo Rabelo (UFSC, Brazil), Alexandra Klen (Axia), Leandro Loss (Axia), Arturo Molina (ITESM, Mexico City), Fabiano Baldo (UFSC, Brazil), Universidade CNOs Federal Case Studies De Santa SIG Catarina PRO-VE’11 São Paulo, Brazil , 17-19 October 2011
- 2. copyright 2011 Index Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Foreword – David Romero, Panel Chair • Aims and Scope • Presentations: – Panelist 1: FAGOR GROUP´s Innovation Network, Spain • Luis Berasategi and Xabier Gorritxategi – Panelist 2: Dynamic and Collaborative Business Networks in the Fashion Industry, Italy & Portugal • Ahm Shamsuzzohaa, Timo Kankaanpaaa, Luis Maia Carneiro, Ricardo Almeida, Andrea Chiodi, and Rosanna Fornasiero – Panelist 3: Griffith University School of Information and Communication Technology, Australia • Ovidiu Noran – Panelist 4: The Portuguese Via-verde Case Integrated Mobility Services, Portugal • Luís Osório – Panelist 5: Evaluation of Collaborative Networks: Case Study of Brazilian Virtual Enterprises, Brazil • Paulo Stecklow, Ralfh Varges Ansuattigui, Antonio José Caulliraux Pithon – Panelist 6: VIRTUAL CITY ERP NETWORK: A common ICT platform for enhacging buiness collaboration, Colombia • Manuel Fajardo – Panelist 7: Aprovale e Aprobelo, Brazil • Rolando V. Vallejos, Kadígia Faccin, Janina Macke • Discussion Questions • Conclusions • Acknowledgements • Event Pictures
- 3. copyright 2011 Foreword Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Continuing the success of the 1st and 2nd Special Panel Session on “Next Generation Collaborative Networked Organizations: International Challenges, Trends & Research Opportunities”, as part of PRO-VE 2009 and PRO-VE 2010 - Working Conference on Virtual Enterprises; this year for 3rd time in a roll, the special panel session took place as part of PRO-VE 2011 edition, offering academics and industrials the opportunity to continue studying current collaborative practices in emerging and established Collaborative Networked Organizational forms in the market and society. The case studies presented in this third e-book are intended to keep providing a set of real practical examples of Collaborative Networks manifestations in different domains and application environments, serving both the purpose of capitalizing on successful value co-creation and co-innovation strategies as well as drawback approaches in order to help network managers to improve their strategic planning and management towards more effective and efficient processes to generate value and innovate in collaborative endeavors. As the Collaborative Networks scientific discipline continues contributing with innovative and competitive concepts, methods, models and tools to different research and business practice communities to cope and respond to major challenges in times of economic turbulence and rapid societal changes, documenting and disseminating how this large body of empirical knowledge is being strategize (instantiated from theory to practice) by industrial generals becomes a must to gather all possible contributions from successful and non- successful strategies to develop better reference models and toolkits to support collaboration. Main conclusions reached during this lively interactive forum appointed in the direction of keep moving the experimentation beyond academic laboratories (theory) into living labs (practice) to put into real test all collaborative theoretical innovations, and this e-book stands for a third effort in this path after the publication of the first and second e-books in 2009 and 2010. David Romero, Panel Chair
- 4. copyright 2011 Panel Aims and Scope Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The panel session was organized with the intention of sharing not just successful CNO case studies stories, but also non-successful ones, aiming to make the most of their positive and drawback experiences and lessons learned from a group of practitioners for the establishment and management of the Next Generation Collaborative Networked Organizations. • During the panel session, the audience and the panelists developed a better understanding on the current issues on creating and managing collaborative networks in different domains and applications environments, and together crafted potential solutions to face these challenges based on all the participants’ knowledge and experience. • The panel session covered different regional manifestations of collaborative networks, introducing a number of successful and non-successful industrial cases that have been studied from both theoretical and practical perspectives in order to capitalize on best practices and common errors (experiences) towards an enhanced collaborative networks strategic planning and operation management.
- 5. copyright 2011 Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session FAGOR GROUP´s Innovation Network Luis Berasategi: Innovation Researcher & Practitioner lberasategi@ikerlan.es IKERLAN S. Coop. Xabier Gorritxategi: Innovation Director xgorritxategi@fagorelectrodomesticos.com FAGOR S. Coop. PRO-VE’11 São Paulo, Brazil , 17-19 October 2011
- 6. copyright 2011 Panelist Short Biography Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session My professional background: • Engineer … and frustrated musician. • Since 2001, in IKERLAN´s Strategic Innovation. My real job: 1. Make new friends with the innovation staff of the company. 2. Think up good questions that help my new friends to find good answers. 3. ‘Know who knows’, contact them and introduce to my new friends. 4. Organize happenings to meet all these people. Our blog • Blog: http://redesdeinnovacion.net/
- 7. copyright 2011 Agenda Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Introduction • Network Overview • Network Creation • Network Operation • Network Management • Conclusions
- 8. copyright 2011 Introduction (1/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session FAGOR´s History A cooperative group called Fagor founded more than 55 years ago, a true social innovation, and a revolution at the time. ECONOMICAL BENEFIT + SOCIAL BENEFIT FAGOR´S Mission A European group, made up of people committed to offering innovative products solutions to improve the quality of life of people in the Home
- 9. copyright 2011 Introduction (2/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 10. copyright 2011 Introduction (3/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Sector context: • Lowering of retail prices • Increase in prices of raw materials • Concentration of the distribution • Loss of negotiating power • Appearance of Low Cost manufacturers • Slow-down of Western European markets • Manufacturers moving to Low Cost Countries
- 11. copyright 2011 Network Overview (1/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Billing Business group € 10.459 million made up of 210 companies 7th in the ranking in Spain Near 90.000 workers
- 12. copyright 2011 Network Overview (2/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Cooling, Hobs, Kitchens, Front loading Top loading Front loading Products Washing-machines, Washing-machines, Washing-machines, Dishwashers, Top loading Home Tumble dryers, Ovens, cookware, Washing-machines Dishwashers, solutions Comfort, Ovens, Furniture Microwave ovens, Extractor hoods SP FR PL Electronics, Electronics Gas Thermodynamics, Design, Knowledge Vibrations and noise, Interaction design Mechanical Engineering, Nutrition, Technology Design, Interaction design, Anthropology
- 13. copyright 2011 Network Overview (3/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session FAGOR GROUP Innovation Network
- 14. copyright 2011 Network Creation (1/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session axis1: cross & axis2: efficient & international open our networked collaborative innovation system based on a practical axis3: Home appliances & axis4: multi-product, & multi-technology and open Home solutions multi-competence methodology adapted to our needs
- 15. copyright 2011 Network Creation (2/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session ®TALAI-SAREA REFERENCE MODEL INTERVENTIONS DIRECTORY INNOVATION CNO ACTIVITY MODEL INNOVATION CNO ACTOR MODEL ®TALAI-SAREA METHODOLOGY
- 16. copyright 2011 Network Creation (2/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session INNOVATION CNO ACTIVITY MODEL THE ORCHESTATION OF INNOVATION CNO THE STRATEGIC THE RESULTS ORIENTATION THE INNOVATION FACTORY MEASUREMENT THE COLLABORATION SPACE THE DNA OF THE COLLABORATIVE INNOVATION
- 17. copyright 2011 Network Creation (2/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session INNOVATION CNO ACTOR MODEL
- 18. copyright 2011 Network Creation (2/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session INNOVATION CNO ACTOR MODEL
- 19. copyright 2011 Network Operation (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 20. copyright 2011 Network Operation (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session VBE: INNOVATION MANAGEMENT WHAT MUST WHO KNOWLEDGE AREAS WE KNOW ? KNOWS? KNOWLEDGE PARTNERSHIP PVC PVC: KNOWLEDGE AREAS INTELLIGENCE RESEARCH & SIGNS EXPLORE INTERPRET BUSINESS OPPORTUNITIES VT VT: NEW CONCEPT IDEATION IDEATE ASSESS & CHOOSE IDEA CONCEPTS PATENTS VO VO: PRODUCT INNOVATION PROJECT CONTINUE/ DEVELOP HOLD/KILL DECIDE PRODUCT CONCEPTS PRODUCT PROTOTYPES
- 21. copyright 2011 Network Operation (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session INTRA Innovation Network Orchestration FGkA: KA Coordination Meeting (each KA) BGiC: BG Innovation Committee (each BG) FGiF: Innovation Forum FGiC: Innovation Committee IF IF IF IF
- 22. copyright 2011 Network Operation (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session INTRA Innovation Network Orchestration FGkA: KA Coordination Meeting (each KA) BGiC: BG Innovation Committee (each BG) FGiF: Innovation Forum FGiC: Innovation Committee IF IF INTER Innovation Network Orchestration KIpB: Knowledge Intensive partners board BGsP: Business Group strategic partnership IF IF
- 23. copyright 2011 Network Operation (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session INTRA Innovation Network Orchestration FGkA: KA Coordination Meeting (each KA) BGiC: BG Innovation Committee (each BG) FGiF: Innovation Forum FGiC: Innovation Committee IF IF INTER Innovation Network Orchestration KIpB: Knowledge Intensive partners board BGsP: Business Group strategic partnership IF IF PERSON OPEN channels Orchestration LLmB: Living Lab management board CAsN: Cooper-Activistas Social network
- 24. copyright 2011 Network Management (1/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Which main lessons have been learned as a CNO/VBE manager? • The fundamentals of the strategy should be transparent to the members of the CNO to leverage resources and intentions. • An efficient and not excessively bureaucratized focus is needed when deploying the Governance mechanisms, while bearing in mind that orchestration must be a never-ending task throughout the existence of the CNO. • To create and strengthen ties and relationships with agents outside the organization avoid hiperconectivity and promote decentralization permitting “free-radicals”, people that mistrust bureaucracy but believe in what they do, to act with independence. • To manage very different cultures respecting openness and collaboration in innovation within the CNO (among countries, among BGs, between BGs and KAs, among partners, etc.) requires leadership.
- 25. copyright 2011 Network Management (2/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Which managerial best practices have been adopted along the CNO/VBE life? • The project team, led by the Innovation Director with the support of a process facilitator, which coordinates interventions for the deployment of the CNO. Also helps to build a sense of partnership and cooperation, by fostering an atmosphere of trust and collaboration amongst network actors in the various scenarios. • The framework serves to bring order to all the networked activities and actors with an integrated vision and permits us to share a common language amongst partners. interventions are small and rapid actions that have been launched early and • The continually throughout the life of the project. They are iterative and incremental with the emphasis on laying the foundations of the Innovation CNO operation. • The development of managerial tools has enhance efficiency as: 1) the innovation roadmap; and 2) the innovation portfolio
- 26. copyright 2011 Network Management (3/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session What problems are you facing in the administration of your CNO/VBE? Solutions orientation requires new knowledge & new actors Intra-entrepreneurs supported by general manager New resources allocation Empowerment of “Free radicals” inside/outside the organization Business Model innovation Non linear process and non tangible assets Common language setting and use Innovation activities and actors recognition and integration All produced assets in the innovation portfolio Networked Innovation scorecard (to improve) High complexity of the network: Network of network design and maintenance (to improve) Templates and ways of doing kept under the same format to enhance efficiency. Logic and flexibility focus IP management with partners Clear and shared IP strategies definition (on going) Lawyers intervention
- 27. copyright 2011 Network Management (4/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session What problems are you envisaging in the administration of your CNO/VBE? • What happens if the leader goes? How to maintain necessary skills in the CNO? Comprehensive set of skills. How to implement OI. Mortara et al, 2009
- 28. copyright 2011 Conclusions Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Where it is headed the FAGOR GROUP´s Innovation Network in the future? • Sustenance: • of non-stop orchestration activities oriented to effectiveness and results. • Enhancement: • of buy-in of the general framework from the intra-organizational network. • of trust amongst all agents from the inter-organizational network. • Transformation: • from a product oriented organization to a solution oriented organization. • from a firm-centric organization to a person-centric organization.
- 29. copyright 2011 Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Dynamic and Collaborative Business Networks in the Fashion Industry Ahm Shamsuzzohaa, Timo Kankaanpaaa, *Luis Maia Carneiro, Ricardo Almeida, Andrea Chiodi, Rosanna Fornasiero luis.carneiro@inescporto.pt University of Vaasa, Finland; INESC Porto, Portugal; Synesis Consortium, Italy; CNR-ITIA, Italy PRO-VE’11 São Paulo, Brazil , 17-19 October 2011
- 30. copyright 2011 Agenda Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Business Case 1: Textile and Apparel • Business Case 2:Footwear • The Net-Challenge Framework • Conclusions
- 31. copyright 2011 Business Case 1: Textile and Apparel Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Network members (initial situation):
- 32. copyright 2011 Business Case 1: Textile and Apparel Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Context - This business is related with the production of uniforms that are made of three pieces of clothing. • Members of the Business Community (12 members): Garment Fabric Dying Components Manufacturing Logistics design (Riopele) (1) (3) (3) (3) (RFS) • Concept and production - Engineer-to-Order - Objectives - To produce thousands of pieces; - To respect functional and technical aspects; - To get good prices and the best delivery dates.
- 33. copyright 2011 Business Case 1: Textile and Apparel Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Relations between members: – Customer supplier in the begining, evolving to higher levels of collaboration. • Governance model: – Riopele is assuming the coordination of the Business Community and its operating costs. • New members: – New members are carefully selected to join the community. – Members have to be qualified before they can be selected for critical operations. Qualification information can be shared.
- 34. copyright 2011 Business Case 1: Textile and Apparel Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Form Phase Goal: • To create a quotation for a Business Opportunity; • One VO is created for each Business Opportunity. Actions: To define main activities and its dependencies; Collaborative planning assumes a critical role; To establish the characteristics for each activity: – Starting date and finish date; – Partial deliveries; – Responsible partner; – Price. Critical Partners: Fabric Partner, Printing Partner (Dying), Manufacturer.
- 35. copyright 2011 Business Case 1: Textile and Apparel Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Adopted methods and tools (from the Net-Challenge Share ideas framework) Performance management Share documents and technical files Monitoring & Exchange Event user to user management messages NetX- TechFashion Promote Collaborative forums and planning blogs Classify and Organize organize physical major partners Publish meetings and promote the business
- 36. copyright 2011 Business Case 1: Textile and Apparel Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Performance Management Key Success Factors: • Lead Time; • Response time to quotations; • On-time delivery; • Cost; • Quality. Key Performance Indicators: • Percentage of on-time deliveries; • Lead time; • Response time (time needed to produce a customer quotation in response to a request for quotation); • Quantity promised; • Quality (in the material, in the final product); • Percentage of rejections.
- 37. copyright 2011 Business Case 2: Footwear Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Today the footwear market requires more and more high value products where aesthetic and functional features need to be merged together. • Production of high value added shoes in terms of comfort, healthy and sustainability requires skilled and experienced actors to be involved along the whole value chain. • Need of flexible networks to answer to many small orders –lot 1. • Footwear production is very much modularized and SMEs are collaborating and adapting production to the needs.
- 38. copyright 2011 Business Case 2: Footwear Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Synesis can offer to its customers a full support over the complete life cycle of footwear, starting from conception to production and distribution. Focus is on global market for customized products: • Product customization is based not only on style but also on structure of the product. • Special attention is given to customization aspect that strongly depends on morphological differences, e.g. body measures and proportions. Specific target groups are: fashion shoes, healthy and personalized shoes. Italian Converter is a fabric provider which can be both: • Supplier of Synesis - when Synesis has to produce a shoe collection in ETO scenario for a customer. • Customer of Synesis - when Italian Converter has to test some fabric to see its applicability in the footwear sector.
- 39. copyright 2011 Business Case 2: Footwear Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session The companies of the business case in the overall scenario... FOOTWEAR PRODUCERS, STYLISTS LAST MAKERS MATERIAL SUPPLIERS LAST EXTERNAL DESIGNERS MAKERS CAD-CAM SUPPLIERS Italian Converter FACTORY LEATHER CAD/CAM/CAE DESIGN SUPPLIERS (TANNERIES) LASTING & INJECTION CUTTING MOULDING MANUFACTURING SYNTHETIC MATERIAL SUPPLIERS STITCHING FINISHING & SOLE, INSOLE, PACKAGING PACKAGING ACCESSORIES SUPPLIERS COMPONENT INTEGRATED PRODUCER MANUFACTURERS DISTRIBUTION Synesis NETWORK MACHINE TOOL BUIDERS EXTENDED ENTERPRISE ERP, PDM SUPPLIERS REGISTERED CONSUMERS CUSTOMERS
- 40. copyright 2011 Business Case 2: Footwear Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Needs of the companies: • Objectives – Sharing information and data on product and components both during design and production. – Increase speed in comunication among different partners producing different components. – Increase flexibility during operations to answer quickly to customer requests. • New members in VO are invited to the BC by members already in the community. • Performance management of partners to be monitored.
- 41. copyright 2011 Business Case 2: Footwear Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Screenshot of the Product Concept Module: General info on the product Detailed info on components
- 42. copyright 2011 Business Case 2: Footwear Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session ETO scenario – Form VO – description of components:
- 43. copyright 2011 Business Case 2: Footwear Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session ETO scenario – Operate VO – Deploy order during manufacturing process:
- 44. copyright 2011 Business Case 2: Footwear Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session CTO -Make a product variant: • Making a customized product variant basically depends on the need of specific customer requirement. • Customer can configured a variant through selecting component/feature from the basic platform. In making a product variant, VO broker calculate the price and lead time and send the quotation to the customer.
- 45. copyright 2011 Business Case 2: Footwear Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Benefits: – Shorter response times. – Flexibility. – Easy access to information from different user. – Shared environment where to find. – Synesis, in its role of “innovation supporter” for SMEs could. help them to use such a platform. • Barriers/difficulties: – Low IT background in SMEs.
- 46. copyright 2011 Net-Challenge Framework Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 47. copyright 2011 Focus in the Development of Methods and Tools Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Complex products: – Large number of components and/or – Customized products. • Non-hierarchical networks: – No single organization dictating or defining the rules. – Collaborative decision making. – Where SMEs can avoid getting their margins squeezed by large companies in traditional supply chains. • Examples of non-hierarchical networks: – Business Communities that are not controlled by a large company. – Virtual Organizations where several organizations share the risk and the decision making process. – Different organizations coordinate different VOs (projects).
- 48. copyright 2011 NET-CHALLENGE: ICT Platform Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Product Monitoring Partner Concept Collaborative and Search & Planning Event Product Management Performance BOM Management Platform & CTO VO Formation and Operations Management Business Community Management
- 49. copyright 2011 Community management and Collaborative planning Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 50. copyright 2011 Event management Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 51. copyright 2011 Product configurator Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 52. copyright 2011 Conclusions and Future Developments Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Business Communities were promoted to allow SMEs to Form VOs to respond to market opportunities and avoid the dominance of large companies. • The ICT tools allow the quick and easy creation and operation of such VOs. • Specific scenarios for ETO and CTO were developed for complex products design and manufacturing. • A product configurator was used to facilitate the configuration and customization of products. • In the analysed cases the qualification of the claimed capabilities by community members or independent entities was considered an important factor.
- 53. copyright 2011 Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Griffith University School of Information and Communication Technology Ovidiu Noran O.Noran@griffith.edu.au Griffith University Brisbane, QLD Australia PRO-VE’11 São Paulo, Brazil , 17-19 October 2011
- 54. copyright 2011 Panelist Short Biography Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Dr. Ovidiu Noran is a lecturer at Griffith University (IT, Enterprise Architecture). • He is a Structural and Civil Engineer, Master of Info & Com Technology and has a PhD in Enterprise Architecture. • 10 years commercial experience in building and IT consultancy. • 7 years teaching / research in IS / IT / Enterprise Architecture. • Author of several book / chapter / journal / conference publications on CNOs. • Member in program committees, professional associations, standardization committees. • Interested in developing methods to create specific methods for the creation and operation of CNOs and their VOs in various areas: manufacturing, environment, disaster management, etc. • Other areas of interest: service oriented architectures and interoperability, knowledge management, serious games application to Enterprise Architecture.
- 55. copyright 2011 Introduction Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session This case study presents the application of Collaborative Network (CN) and Virtual Organisation (VO) concepts in the tertiary education sector. Although the scenario presented does not fit completely in the current definitions of these concepts, adopting CN and VO concepts has significantly benefitted the project. Contents: • Network Overview • Network (and VO) Creation • Network (and VO) Operation • Network (and VO) Management • Conclusions
- 56. copyright 2011 Network Overview Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Griffith University comprises several schools located at different geographical locations. The School of Information and Communication Technology (ICT) within Griffith University comprises three members (previously within a Faculty of IT, now dissolved) situated in three locations. Griffith University schools act as a Collaborative Network that is able to create Virtual Schools such as the School of ICT. Uni (CN) ICT VS H I B E D A Loc4 Loc2 F G C Loc1 Loc3
- 57. copyright 2011 Network Creation (1/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Collaborative Network Creation Reasons • To meet changing conditions, there was a need to create preparedness within the Faculty and University to offer multidisciplinary / combined programs. • This should happen promptly when an opportunity is present. • The organisation (‘school’) offering the programs should look like a single unit from outside (single point of contact, public image, etc.). CONCLUSION: There was a need to create a structure similar to a Collaborative Network creating Virtual Organisations with various life durations to meet opportunities in tertiary education.
- 58. copyright 2011 Network Creation (2/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session ICT Virtual School Creation Reasons Pre-Virtual School situation: three organisations with similar profile and under same Faculty and the University ‘umbrella’, however: • products (programs, courses) with the same name having different structures, e.g. ‘Bachelor of Information Technology’ containing different courses and courses with same name but different structure. • different organisational structure – inter-operation problems. • different funding approach by the University – frictions between schools. • different approach to clients (student intake) – different performance. • competition rather than cooperation (e.g. rejecting students when full rather than sending to the other two schools!).
- 59. copyright 2011 Network Creation (3/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Collaborative Network / Virtual School Creation Process • Insufficient previous experience available within the Faculty or University. • Initially driven from above (Pro Vice Chancellor) and via Human Resources / ad-hoc. • Subsequently Working Party and Implementation Committee / subcommittees created. • Initial lack of trust by schools’ staff fuelled by improper consultation. • Lack of a roadmap / method obvious in initial meetings.
- 60. copyright 2011 Network Creation (4/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Collaborative Network / Virtual School Creation Process • Subsequently an Enterprise Architecture advisor provided a three- stage method creating a specific activity set for the project at hand: – Elicit important concepts / entities. – Create models detailing the interactions between these. – ‘Tell the life story’ of the project and product (CN and VOs) = create activity models showing ‘what to do next’ (always the biggest problem). • CN and a VO were created using the models (albeit lack of model detail triggered teething problems). • CN formed directly by schools within University (Faculty subsequently dissolved for different reasons).
- 61. copyright 2011 Network Operation (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Collaborative Network Operation – Specific Aspects • The schools typically have less autonomy than enterprises on whether to join or leave the collaborative network. However, it is their decision on partner selection and product creation. • When an opportunity is identified (e.g. market for programs / degree requiring multidisciplinary knowledge), relevant schools get together and design (curriculums of) the product(s) required. • The options available are 1) offer product(s) under an existing school name (lead partner) or 2) create a ‘virtual school’ offering it. • Whichever option is selected, the resources belong to the participants, local management structures do not change and participation duration is linked to the products’ life cycles. Hence, VO principles are observed to a large extent.
- 62. copyright 2011 Network Operation (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Virtual School Operation - Specific Aspects • An additional management layer is added to the existing participant schools management – typically a Head of (Virtual) School and a (Virtual) School Committee (plus other committees only if necessary). • While not operating under own names during the Virtual School, after its dissolution the participant schools are able to promptly resume operation under initial conditions. • Participant schools also offer ‘local flavours’ of products – e.g. specialisations in Virtual School programs available only locally.
- 63. copyright 2011 Network Management (1/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Lessons Learned (from problems encountered): During CN / VO creation: • Network and Virtual Organisation creation and operation require a method understood and agreed upon by all stakeholders. • The models created for this purpose must be detailed to the necessary level. • Especially the human aspects – roles, duties, etc. must be clarified in advance to avoid chaos on VO operation start. • Thus, proper time and resources must be allowed for the Collaborative Network creation and for building preparedness for prompt VO creation.
- 64. copyright 2011 Network Management (2/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Lessons Learned (from problems encountered): During CN / VO operation: • Conflict management must be addressed during CN/VO creation, not operation. • Trust must be gained between participants within the CN in advance. Human processes cannot be successfully rushed. • Infrastructure (high speed link, teleconferencing) help but cannot always substitute face to face interaction – especially the top layer (for VO) management must travel and spend time in all participants’ locations. • Enforcing product consistency at the lowest detail is not feasible here.
- 65. copyright 2011 Network Management (3/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Some current and future problems and challenges: • Interventionist style of top layer management, sometimes required to get things moving or reach agreement - resulting in conflicting perceptions of staff about its role, authority, etc. • Reduced, but still significant effort required to maintain consistency in the products offered by and resources allocated to participants. • Continuing low level of financial independence / discretionary funds of the network and VO from the University (contrary to plans and expectations). • Change of high-level policies at University level following legislative changes due in 2012 in Australia (changes in CN / VO membership).
- 66. copyright 2011 Conclusions Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Although perhaps not perfectly fitting the typical descriptions, adopting CN and VO paradigms in this tertiary education project has helped significantly as the wealth of experience in this domain could be put to good use. Thus, among others: • it has given a sense of direction and brought structure to the project. • the potential problems were identified in advance, most were solved. • solutions / scenarios were able to be built based on previous CN / VO case studies. From our point of view, the CNO and VO concepts and experience can be used and benefit projects in situations that do not always seem to completely match the current definitions provided.
- 67. copyright 2011 Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session The Portuguese Via-verde Case Integrated Mobility Services ISEL Luís Osório aosorio@deetc.isel.ipl.pt ISEL/GIATSI PRO-VE’11 São Paulo, Brazil , 17-19 October 2011
- 68. copyright 2011 History Sketch Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The Via-verde company was created in 1985 to manage highways and bridges toll payment. • It was a partnership between Brisa (Highway concessionaire) and SIBS (bank clearing company). • The Via-verde brand becomes associated to electronic payment in highways. • By 2001… The Via-verde company/service was exclusively tolling. • Meanwhile other concessions were created joining the Via-verde and making this way a National wide electronic toll payment service. ISEL
- 69. copyright 2011 CNO Creation Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • In 2001 Brisa developed in a partnership with Galp and Caixa Geral de Depósitos (CGD bank) a new business model: • Extend the electronic toll payment to parking lots and gas stations; • The toll payment is based on an on-board-unit (OBU) based on the Dedicated Short Range Communication (DSRC) technology based on 5.8 GHz; • The first approach was difficult considering: • The underlying technology complexity (costs). • Organizations were not prepared (fear to share existing profits; misunderstanding potential business growth). ISEL
- 70. copyright 2011 Identified Problems Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • In 2002, Brisa has established an innovation department now Brisa’s owned independent company, Brisa Innovation and technology (BIT). • Identified problems: • The business model missed to construct a common understanding about the value to use DSRC based electronic payments in parking lots and gas stations: • Clients that pay close to the dispenser do not go to the forecourt (gas station) shop. • Costs for clients to adhere to the new service were not accepted. • Participating organizations had to share new costs (technology and payment transaction costs). ISEL
- 71. copyright 2011 Understanding Problems (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • A first R&D project “Brisa-Park” was developed in a partnership between Brisa Innovation and ISEL/GIATSI to understand the problem and propose a new strategy: • The key DSRC was exclusive from a unique technology supplier (Q-free); • Costs to adapt parking barriers and parking management systems to cooperate with Via-verde were very expensive; • Six different parking infrastructure architecture were identified, making integration efforts expensive, complex and sensitive to failure. ISEL
- 72. copyright 2011 Understanding Problems (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • In gas stations the Via-verde underlying technology became many times no operational: • Gas station concessionaires didn’t see too many advantages to promote the new payment service. • Printer paper was not substituted on time making the payment with Via-verde un-operational. • A poor perception of mutual advantages of participating organizations: • Maintenance management became also a problem considering the complex interdependency among installed systems. ISEL
- 73. copyright 2011 Rethinking the Network (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • A process to develop an open technology infrastructure was initiated: • Obtain competencies in DSRC technology. • Invitation of a second supplier for the DSRC technology: • Interoperability problems resulting from specific implementations (“proprietary” standards). • The cost of a road side equipment (RSE) also known by antenna reduced to 1/3. • To reduce investments of new adhering organizations: • The new open infrastructure (ITSIBus SOA) was deployed (integrated) by Via-verde as a service (monthly renting). ISEL
- 74. copyright 2011 Rethinking the Network (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The Brisa Innovation and Technology (BIT) company plays the role of technology integrator (provider) for the Via-verde network. • In a partnership with parking and gas station system providers. • The business relations among the network partners. • Contractual relations follow predominantly manual procedures. • The technology management is managed by BIT. ISEL
- 75. copyright 2011 The future Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • An integrated workbench to manage such a collaborative network (CNO). • Tools to support: • (creation in this case was a long process difficult to model and automate ?). • Manifestation/negotiation/joining. • Operations management. • Evolution (new services). • Establish a novel preparedness level (VBE). • IT infrastructures prepared for the cooperation. • Adaptable (preferably dynamically) to new services or changes to existing services. ISEL
- 76. copyright 2011 Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Evaluation of Collaborative Networks: Case Study of Brazilian Virtual Enterprises Centro Federal de Educação Tecnológica CEFET/RJ Paulo Stecklow, Ralfh Varges Ansuattigui, Antonio José Caulliraux Pithon paulo.stecklow@gmail.com, varges@globo.com, caulliraux@gmail.com PRO-VE’11 São Paulo, Brazil , 17-19 October 2011
- 77. copyright 2011 Panelists Short Biography Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Paulo Enrique Stecklow graduated as Electrical Engineer at Gama Filho University and is obtaining a Master´s Degree in Technology at CEFET/RJ and his research focus is Awareness in Work group. • Ralfh Varges Ansuattigui graduated as Electrical Engineer at CEFET/RJ in 1984 and worked at The Military Institute of Engineering until the end of 2001. After concluding a specialization and several other courses on the ICT area, started to work as a Systems Analyst at The Technological Center of The Army in Rio de Janeiro, Brazil, where he stays up to now. He is about to obtain a Master’s Degree in Technology and his research focus is Knowledge Management. • Antonio José Caulliraux Pithon is a professor of the Department of Electrical Engineering at the Federal Center of Technological Education in Rio de Janeiro (CEFET/RJ), Brazil, where he heads the NTC research group. He obtained his Ph.D. in Production and Systems Engineering from University of Minho, Guimarães, Portugal in 2004. His focus of research covers collaborative networks, knowledge management and awareness in CSCW.
- 78. copyright 2011 Agenda Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Prodweb overview. • Prodweb creation – history and processes. • Prodweb operation. • Lessons learned and best practices.
- 79. copyright 2011 Network Overview Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Established in Passa Quatro, south of The State of Minas Gerais, Brazil. • Created in September 2008. • Started with 4 members, presently has 13 members.
- 80. copyright 2011 Network Creation Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Prodweb’s establishment was based on two determining goals: 1. Development of software and solutions for the web. 2. Management of sites and digital contents to promote its customers on the web . Prodweb strives for “quality and flexibility to serve – unconditional support” to quickly meet their customers needs.
- 81. copyright 2011 Network Operation (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session CRM/HelpDesk Communication Technology P Skype A MSN R Social Network T E-mail N E R
- 82. copyright 2011 Network Operation (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 83. copyright 2011 Network Management (1/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Main lessons learnt as Prodweb’s manager... ♦ The main conditions for success are: - Perfect communication with customers; - Shared common business ethic; - Trust among members of the group. ♦ Physical proximity of members of the production team facilitates: - Quickly resolve disagreements; - Provide better customer service.
- 84. copyright 2011 Network Management (2/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Best practices adopted: • Service training; • Quality of production; • Frequent briefings / brainstormings to improve communication and design; • Production by iterations; • Weekly face to face meetings.
- 85. copyright 2011 Network Management (3/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Currently detected problems are: • Communication failures are major weaknesses; • Difficulties operating in an abstract and virtual environment; • Collaborative climate is not a reality.
- 86. copyright 2011 Conclusions Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Questions and research needs: ♦ Collaboration space (physical and virtual) is needed; ♦ Greater integration between virtual and physical group; ♦ Improve research on human aspects during interactions.
- 87. copyright 2011 Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session VIRTUAL CITY ERP NETWORK A COMMON ICT PLATFORM FOR ENHANCING BUSINESS COLLABORATION Manuel Fajardo manuelh.fajardo@gmail.com Colombian Entrepreneur PRO-VE’11 São Paulo, Brazil , 17-19 October 2011
- 88. copyright 2011 Panelist Short Biography Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Mr. Manuel Fajardo currently is an independent speaker and consultant on collaborative networks and value co-creation. • Mr. Fajardo holds Bachelor degree in Systems Engineering and Master’s degree on Knowledge Engineering from the Universidad Politécnica de Madrid. Also, he is a certificated international coach on Balanced Scorecard. • During 14 years he worked as the Chief Administrative Officer (CAO) of ISAGEN, Colombian company dedicated to energy generation, construction of projects, and commercialization of energy solutions. • As a CAO, Mr. Fajardo had the opportunity to lead and manage high level teams based on modern working practices towards the achievement of business units operating as enterprise integrated processes. Particularly, Mr. Fajardo was responsible for the project management to establish a corporate collaborative strategy, and designing and implementing a virtual organizational model at ISAGEN.
- 89. copyright 2011 Introduction Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Initiative Drives • High costs for consulters. • A growing market in the software industry against a limit offer. • Corporate Responsibility: Strategy & Society. • Productivity and Competitiveness at Enterprise level and Regional level. • Human Capital Potencial.
- 90. copyright 2011 City Framework (1/7) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session ERP Implementation Big companies case* Cost : MM US$ Certification Cost/ employee: > US 5000 Capabilities: Own Manteinance Cost/consultant/day: > US 600 Collaboration level: Few Market: Dominated by 1 o 2 suppliers • ERP Suppliers • Software suppliers • Hardware suppliers • Professionals • Consulting Camarinha-Matos & Afsarmanesh, 2008
- 91. copyright 2011 City Framework (2/7) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session ERP Implementation SMEs Case* Implementation cost: US1 Millón Certification cost/employee: > US 5000 Capabilities: Own Mainteinance Cost/consultant/day: > US 600 Collaboration Level: Few Less than 5% with ERP solution • ERP Suppliers • Software suppliers • Hardware suppliers • Professionals • Consulting Camarinha-Matos & Afsarmanesh, 2008
- 92. copyright 2011 City Framework (3/7) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session AN OPPORTUNITY TO COLLABORATE THE IDEA • Many SMEs and Big Firms decide to adopt the same ERP. • Make their own market. • Students and professional are in the base of the solution. • Universities and support institutions play an important role. . THE COLLABORATIVE NETWORK PARADIGM IS USEFUL AS A SOLUTION APPROACH
- 93. copyright 2011 City Framework (4/7) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Solution Approach – CHARACTERISTICS • SMEs share the same platform over the Cloud. • SMEs use ERP as a network service. • The ERP implementation is not payed (this one is personalized). • The generated productivity is higher than costs per use. • Integrated enterprises, partners and support institutions participate in a CO-CREATION process with market/society. • CNO members are clients as well. • In a near future, the CNO will sell its competence to potential clients in an evolving process. THE NETWORK POWER MAKES POSSIBLE TRANSFORMING INDIVIDUAL EFFORTS INTO CITY INITIATIVES
- 94. copyright 2011 City Framework (5/7) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session CITY INITIATIVE CHALLENGES • Formalize public-private alliances within a long-time frame perspective, but with results in the short-term. • Generate high-quality jobs with ERP global and business management certifications. • Generate collective knowledge to transform them in city assets for new developments. GO FORWARD TO A NEW WAY TO WORK TOGETHER BASED ON A HIGHER INNOVATION AND SOCIAL STRUCTURE CONFIGURATION WITH ECONOMIC SENSE
- 95. copyright 2011 City Framework (6/7) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session BENEFITS • ICT costs reduction. • A collective leapfrog towards higher productivity. • SMEs provided with global connectivity • Achievement of city goals impossible to reach individually.
- 96. copyright 2011 City Framework (7/7) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session WHY SOFTWARE? Key factors: • Community formation. • Business growing. • Promote communication between people, places and ideas. WHY ERP? Key factors for a digital platform construction: • Productivity improvement. • Making part of a global supply network. • Facilitate experiences to customers.
- 97. copyright 2011 Network Creation (1/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session LONG-TERM GOALS GENERIC STRATEGY 1. Implement the basic software in 1. Network collaborative working. SMEs alliances. Base case = 300 SMEs 2. The ERP as a city service. Implementation cost = US$ 0.00 3. Development of Triple-Helix 2. Provide support and maintainace (Academia + Government + service in the ERP Industry). Base case = 800 persons Certification cost = US$ 0.00 4. Leadership, culture and human capital. 3. Develop competences in software development * * See Capabilities Network Creation
- 98. copyright 2011 Network Creation (2/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session VALUE PROPOSITION CUSTOMERS 1. FREE ERP • SMEs 2. Helpdesk + Cloud computing • Big firms services • City 3. 50% reduction of consultation costs 4. Intangible assets construction based on knowledge.
- 99. copyright 2011 Network Creation (3/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session KEY PARTNERS • Universities • ERP supplier. • Graduates + undergraduates • Equipment (hardware) suppliers. • Telecom suppliers. • Public Institutions. • Financial Institutions. VALUE CONFIGURATION CAPABILITIES • Long-term public-private • ICT services managed alliances (e.g. VBE) based on ITIL© • Virtual community of certified Governance. graduates (e.g. PVC) VALUE • Project Management • Brokers, Projects (e.g. VO), PROPOSITION based on PMI©. Teams (e.g. VT) and service • Business analytics for management. innovation. • Government Network • Collaboration. • Strategy
- 100. copyright 2011 Network Creation (4/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session VALUE VALUE CONFIGURATION PROPOSITION CUSTOMERS COSTS Network Creation REVENUES Implementation Network Creation US$ 13,800,000.00 (300 SMEs) SMEs (300 x US$15,000) Education Big firms (40 x US$50,000) US$ 8,000,000.00 TOTAL US$ 6,500,000.00 (800) Cloud computing Network Operation US$ 7,500,000.00 Year 1 Communications Pay per Use US$ 4,000,000.00 US$ 51,400,000.00 Staff (5%) US$ 1,665,000.00 TOTAL US$34.965.000.00
- 101. copyright 2011 Network Creation (5/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Challenges ahead… Leadership • Resolving conflicts of Institutional interest. • Avoid the “NIH” syndrome. Knowledge • Collective interests • Combine different preservation rather institutes in the same than individual project. interests. • Awareness about • Find sponsors. • “Holism” and long networks nature and • Universities network term development. potential. as a VBE with active • Methodologies and members. practice deposition.
- 102. copyright 2011 Network Creation (6/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Reasons for belonging to the alliance… Organizational Financial/ Social Economical Trust Perspectives Behavioral / Technological Management Msanjila & Afsarmanesh, 2008
- 103. copyright 2011 Network Creation (7/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Organizational Financial/ Social Economical Trust Perspectives SMEs • PMI project practices. • ITIL service standards. • Certified consultants. Behavioral / Technological • City project. Management Undergraduate and Graduate • City project. • Perspective and mobility. Msanjila & Afsarmanesh, 2008
- 104. copyright 2011 Network Creation (8/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Organizational Financial/ Social Economical Trust Perspectives SMEs • Members contributions • Productivity higher than operational cost Behavioral / Technological • Free ERP Implementation Management Undergraduate and Graduate • Free certification. • Competitive returns. Msanjila & Afsarmanesh, 2008
- 105. copyright 2011 Network Creation (9/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Organizational Financial/ Social Economical Trust Perspectives SMEs • ERP world‐class. • Digital platform. • Preparing for the future. Behavioral / Technological Management Undergraduate and Graduate • Global knowledge. • New access. • Professional formation. Msanjila & Afsarmanesh, 2008
- 106. copyright 2011 Network Creation (10/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Organizational Financial/ Social Economical Trust Perspectives SMEs • Ethic code. • Good management code. • Members recognized by Behavioral / Technological their economic authority. Management Undergraduate and Graduate • Ethic code. • Good management code . • Possibility to be a Msanjila & Afsarmanesh, 2008 shareholder.
- 107. copyright 2011 Network Creation (11/11) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Organizational Financial/ Social Economical Trust Perspectives SMEs • Qualified employees generation. • Institutional strength. • Social network Behavioral / Technological development. Management Undergraduate and Graduate • Meeting point “software café”. • Member from a virtual Msanjila & Afsarmanesh, 2008 community .
- 108. copyright 2011 Network Operation (1/5) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Operational Model VO VT SCM PERMANENT BROKERS MARKET Projects Education Services VBE PVC
- 109. copyright 2011 Network Operation (2/5) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Operational Model VO VT SCM Strategic Tier: • Long term network configuration and management (VBE, PVC). Non-profit organization. PERMANENT BROKERS MARKET Projects Education Services • Create and lead the brokers (profit organization) • Balanced developing of initiative. VBE PVC
- 110. copyright 2011 Network Operation (3/5) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Operational Model VO VT SCM Project Brokers: • Project plan (VO planner). • Execution (VO coordinator). PERMANENT BROKERS MARKET • Cases building (knowledge Projects Education Services management). • Service catalog subscription. VBE PVC
- 111. copyright 2011 Network Operation (4/5) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Operational Model VO VT SCM Education: • Graduate+ undergraduate attraction. PERMANENT BROKERS • Portfolio definition. MARKET Projects Education Services • Training plan. • Certification. • PVC administrator. VBE PVC
- 112. copyright 2011 Network Operation (5/5) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Operational Model Services: VO VT SCM • Service plan. • Level service agreement. • Requirements solving. PERMANENT BROKERS MARKET • Services chain Projects Education Services synchronization for customers. • Economic evaluation. VBE • Evaluation of Customer PVC satisfaction.
- 113. copyright 2011 Network Evolution Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Software • New developments Development • City recognition Knowledge Export • Market expands •ERP competence exploits Advanced • Use new functionality • Enterprise-Clients-Suppliers-Sponsors connection Basic • Own market • ERP competence center 0 1 2 3 4 5 years
- 114. copyright 2011 Conclusions Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • It is possible to generate economic sustainable process with a share value and social inclusion perspective. • A MARKET APPROACH where the value is created from enterprises, it DOES NOT REACH the set goals. • UNIVERSITIES and SMEs productivity have an space to conect and develop INTANGIBLE ASSETS based on knowledge. • The COLLABORATIVE NETWORKS paradigms, methodologies and practices are bases to support the initiative, THE ISSUE is related to the institutional LEADERSHIP role.
- 115. copyright 2011 Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Aprovale e Aprobelo Rolando V. Vallejos rvvallej@ucs.br Kadígia Faccin kadigia@gmail.com Janina Macke jmacke@terra.com.br University of Caxias do Sul PRO-VE’11 São Paulo, Brazil , 17-19 October 2011
- 116. copyright 2011 Panelist Short Biography Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Prof. Rolando V. Vallejos is Mechanical Engineer from the Technical University of Oruro (1987), Master in Mechanical Engineering from Universidade Federal de Santa Catarina (1992) and PhD in Industrial Engineering from Universidade Federal de Santa Catarina (2005). He is currently professor at the University of Caxias do Sul and has experience in Manufacturing (Mechanical Engineering) and in Production Management (Industrial Engineering), acting on the following topics: mold and die manufacturing, manufacturing processes optimization, intelligent manufacturing systems, lean manufacturing, supply chain management, collaborative networked organization, with emphasis on Virtual Enterprises and Virtual Organizations.
- 117. copyright 2011 Introduction Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The Serra Gaúcha, The Gaucho Highlands, is the mountainous region in the northeastern portion of Rio Grande do Sul state in southern Brazil. • This mountainous region is home to many Brazilians of German and Italian descent. Consequently, the cities in the Serra Gaúcha reflect German and Italian influences through their architecture, gastronomy and culture.
- 118. copyright 2011 Introduction Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The cluster's production of Serra Gaúcha is responsible for 80% of the national production of wine. • Brazil occupies the 17th position in the ranking of wine producers in the world. Figured as the fifth largest producer of the southern hemisphere, which includes countries of more recent production, exceeded only by Argentina, Australia, South Africa and Chile. • CNOs: APROVALE and APROBELO
- 119. copyright 2011 Introduction Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The Brazilian wine industry is going through some difficulties. In addition to the unfavorable world stage with the intensification of global competition where wine producing countries implement aggressive strategic actions, there are internal adverse conditions in Brazil: – low consumption of wine per-capita (1.8 l/pp) compared to Argentina and Uruguay (30 l/pp); – there is a lack in the culture: moderate drinking wine with meals – high incidence of taxes (42% of the price), in Argentina and Chile remains at half of that.
- 120. copyright 2011 Introduction Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • However, some private and even government agencies stimulate the formation of collaborative networks in southern Brasil. Serra Gaúcha became the region where the formation of networks, was eased up by the culture and the history of immigration bringing to light the culture of mutual assistance and cooperation for the local development. • In addition to the networks of cooperation in this emerging industry, other agents form the basis for sustaining the wine industry, such as higher education institutions and government agencies.
- 121. copyright 2011 Network Overview Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session APROVALE The APROVALE Association was founded in 1995 to meet the legal requirements of the Geographical Indication in the city of Bento Gonçalves. Thus, six wineries have joined and started this process. Over time the roles of the association expanded and, consequently, have expanded goals. Today APROVALE has 31 wineries and 25 members not related wine producers, including hotels, guesthouses, restaurants, handicrafts, and other dairies. APROBELO APROBELO was founded in 2003 and now has 12 wineries associated. The network is located in the city of Belo Monte do Sul, the former district of Bento Gonçalves, emancipated by Law 9564 of March 20, 1992. Belo Monte do Sul is the largest producer of grapes for sparkling wines in the country (largest wine producing city per capita) of 95% rural economy. The municipality has 2,242.76 hectares of vineyards planted and ranks fifth in the state.
- 122. copyright 2011 Network Creation (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session APROVALE It was created to meet the legal requirements of the Geographic Indication. The Vale dos Vinhedos was the first region in Brazil to obtain the indication of origin of their products by displaying the stamp of Control in Wines and sparkling wines made by the associated wineries. Of the 31 wineries associated, 15 have the stamp of Geographic Indication. The regulation of IPVV (Indicação Geográfica Vale dos Vinhedos), regulates the production (allowing some cultivars), the grapes production system, the geographical development area, products aging and bottling, products patterns of identity and chemical quality, standards of identity and organoleptic quality, and product labeling. APROBELO The association was idealized to attend goals to develop and encourage the improvement of wine products produced in the family vineyards, help to organize and preserve the physical spaces of Belo Monte do Sul in order to leverage local tourism and encourage the process of the population education.
- 123. copyright 2011 Network Creation (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Both CNOs were also created to qualify their suppliers and get technical support supplied by federal and state entities, such as the Brazilian Agricultural Research Corporation (EMBRAPA), Rio Grande Association of Enterprises Technical Assistance and Rural Extension (EMATER), the State Foundation Agricultural Research (FEPAGRO), the Agricultural Research Corporation of Santa Catarina (EPAGRI), the Federal Center for Technical Education of Bento Gonçalves (CEFET-BG) and universities like the University of Caxias do Sul (UCS), University of Santa Maria (UFSM), University of Vale do Rio dos Sinos (UNISINOS) and Federal University of Rio Grande do Sul (UFRGS).
- 124. copyright 2011 Network Operation (1/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session The entry of a company in the CNOs may be by voluntary request or by invitation. There are criteria for acceptance or rejection of this company. According to results of research, the main expectation of a company to participate in the network is based in the exchange of technical information. The results emerge for competitive gains, since the sharing of technical expertise from partners on the process of production or sales, for example, can increase the productivity of both. In addition, the network helps in development of joint actions, allowing the overall reduction of costs and production, information and conflict resolution between the associates.
- 125. copyright 2011 Network Operation (2/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The importance of assessing social capital in collaborative networks: – high level of social trust and strong reciprocity norms, reduce the transaction costs; – social networks attenuate the risks, allowing that their members engage more in innovations; – social networks facilitate the fast information dissemination and with this, they reduce the asymmetries; – social networks allow that its members solve easily their collective problems.
- 126. copyright 2011 Network Operation (3/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The importance of assessing competence in collaborative networks: – to know how to build a common representation to operational problems and the goals to be achieved; – to establish a common operative language that represents the capacity to communicate inside the network; – to know how to cooperate into a network with different norms, cultures, resources and cognitive procedures.
- 127. copyright 2011 Network Management (1/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • Organizational competences are dynamic and complex elements that vary with the technological advances and changes in organizational marketing strategies. This dynamic view of competences indicates that organizations must continually change and learn to adapt to the external environment changes. • Drejer describes four elements that are dynamically inter-related: – technology (physical system and tools), – people (the basis of competence development), – organization (formal system of management), – culture (informal organization).
- 128. copyright 2011 Network Management (2/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The following model - “Collective competence development in collaborative networks” - proposes that network foundation context (especially social capital conditions) is fundamental to establish learning patterns and the competence development system. • This system converges to collective competences and competitive advantage. However, to keep competitiveness, the network has to make a choice: • to change, building new dynamic capabilities using its organizational radar and intelligence, or • to stay inflexible face to the need for change.
- 129. copyright 2011 Network Management (3/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 130. copyright 2011 Network Results (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • CNOs strategic goals consist of: o Strengthening the management of the associations. o Consolidating the position of Vale dos Vinhedos in the market. o Strengthening the culture of cooperation. o Enhancing the institutional relations of the association with the community, government and local tourism industry. o Encouraging the continuous quest for excellence of products and services. o Protecting and preserving the natural landscape and the cultural identity of Vale dos Vinhedos.
- 131. copyright 2011 Network Results (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session And the vision for the future planned by its members is to have stronger associations, with integrated members, committed to the collective development of Vale dos Vinhedos, establishing itself as an economically viable and sustainable enotourist destination of excellence. CNOs have also defined its values: • Cooperation. • Awareness of environmental preservation and economic sustainability. • Respect for the individuality of companies, suppliers and consumers. • Service excellence provided by associated businesses. • Representation. • Ethics.
- 132. copyright 2011 Conclusions Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session CNOs are formed because common interests of the participating organizations. Once the network is formed, new interests may arise. We realize that one interest is the exchange of information and knowledge. For the network success is necessary to strength the development of Social Capital. It was shown that there is a correlation between Social Capital and competitiveness in organizations that form the CNOs Aprovale and Aprobelo.
- 133. copyright 2011 Panel Discussion Question Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session How to better strategize the large body of empirical knowledge of the Collaborative Networks scientific discipline? “By strengthening the collaboration between academics and industrial generals in the development, test and refinement of reference models and toolkits to support collaboration” “By sharing among CNO managers best management practices and lessons learned in different collaborative forms (e.g. virtual organizations, virtual industry clusters, professional virtual communities, etc.) and collaborative strategies (co-creation, co-innovation, etc.) – Incentivize knowledge sharing” “By creating tools to model the value of expectations in collaborative endeavors to support CNO managers expectations and their decision-making process to join, stay or leave a collaborative initiative/project” “By providing better templates for (collaborative) intellectual property agreements, revenue models and costs structures to support network management” “By creating better prospective and measurement tools to forecast and measure the performance of a collaborative network (e.g. scorecards, risk management, etc.)” “By offering solid information and communication technologies, not prototypes, to support virtual collaboration” “By creating tools to identify and characterize the potential collaboration benefits for an enterprise/organization of joining a collaborative network, allowing CNO manager to clearly understand the potential benefits”
- 134. copyright 2011 Panel Conclusions Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session • The panel audience reached some common agreements on important elements to support a wide adoption of the collaborative networks paradigm in the industrial landscape: – Working in closing the bridge between the academic and industry worlds. Academy should better balance its research activities between basic and applied research, in other words, moving more into the direction of user and business-driven living lab research. Industry, on the other hand, should provide academy with more opportunities to test and refine its innovative concepts, methods, models and tools on the business side (real usage environments). – Working (academics) in developing such innovative methods and tools beyond prototypes: “real commercial collaborative tools”. There are a lot of inventions at universities and research centers that need the support of formal technology transfer processes to ensure that scientific and technological developments are accessible and ready-to-use for the industrial generals (e.g. enterprises, organizations, clusters, etc.). – Working (industrials) in facing the challenges of co-opetition: “collaboration and competition” – investing in collaboration preparedness.
- 135. copyright 2009 Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session 1st SPECIAL PANEL SESSION ON Towards the Next Generation Collaborative Networked Organizations: International Challenges, Trends and Research Opportunities “Past, Present and Future of Collaborative Networks: Moving from Theory to Practice” Session Organizing Committee David Romero (ITESM, Mexico City) Arturo Molina (ITESM, Mexico City) Myrna Flores (CEMEX, Switzerland) Ricardo Rabelo (UFSC, Brazil) Michel Pouly (EPFL, Switzerland) Download e-Book: http://www.slideshare.net/davidromerodiaz/prove-09-next-generation-collaborative-networked-organizations Universidade Federal De Santa Catarina PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009
- 136. copyright 2010 Next Generation Collaborative Networked Organizations 2nd Edition -Special Panel Session 2nd SPECIAL PANEL SESSION ON Towards the Next Generation Collaborative Networked Organizations: International Challenges, Trends and Research Opportunities “Emerging Collaborative Networks in Industry: Sharing Management Experiences” Special Session Organizing Committee David Romero (ITESM, Mexico City), Arturo Molina (ITESM, Mexico City) Ricardo Rabelo (UFSC, Brazil), Luca Cagnazzo (UNIPG, Italy) Download e-Book: http://www.slideshare.net/davidromerodiaz/prove-10-next-generation-collaborative-networked-organizations Universidade Università CNOs Federal degli Case Studies De Santa Studi di SIG Catarina Perugia PRO-VE’10 Saint-Etienne, France, 11-13 October 2010
- 137. copyright 2011 Panel Acknowledgments Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session Universidade CNOs Federal Case Studies De Santa SIG Catarina PRO-VE Program Chair: Prof. Luis M. Camarinha-Matos
- 138. copyright 2011 Panelists - Pictures Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 139. copyright 2011 Panelists - Pictures Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session
- 140. copyright 2011 Panel Audience - Pictures Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session