FITT  (Fostering Interregional Exchange in ICT Technology Transfer)
Managing a network <ul><li>Managing an organization based on collaboration (cluster, network...) is a challenge. It requir...
A  participatory   approach  (1/3)  The NSC Suite is based on a participatory approach: - Fostering the emergence of a cle...
An integrated approach (2/3) The NSC Suite integrated approach covers the management cycle of a network NSC Suite 1: STRAT...
A structuring approach  A four-dimension approach of performance  -  raising awareness on non-financial value creation, - ...
NSC Suite: 3 steps NSC Suite 1: Strategic vision Values « we are » Strategic  objectives « we want to  » Operational objec...
NSC Suite 1: Strategic vision <ul><li>The first step consist in elaborating a clear and shared strategic vision </li></ul>...
Output NSC Suite 1: strategic vision Strategic Objective 1 Strategic objectives « we want to » Values : We are « ….. » Ope...
NSC Suite 2: plan of action <ul><li>The second step consists in operationalizing   the strategic vision </li></ul><ul><li>...
Output of NSC Suite 2: plan of action
NSC Suite 3: plan of action <ul><li>The third step consist in building a ScoreCard to assess the achievement of the strate...
Output of NSC Suite 3: ScoreCard
Who?  <ul><li>Stakeholders </li></ul><ul><ul><li>Key stakeholders of the network </li></ul></ul><ul><ul><ul><li>Founding m...
Network Scorecard Suite PRO’s <ul><li>Improves network management  </li></ul><ul><li>Tailored-made tool for networks </li>...
Why is a Scorecard useful for networks <ul><li>Challenges of network management:  </li></ul><ul><li>1. Balance strategic f...
Lessons Learned <ul><li>Difficulty to convince networks of the relevance to get involved in the NSC Suite </li></ul><ul><u...
Suggested Readings <ul><li>Link to bibliography:  </li></ul><ul><ul><li>Network ScoreCard Suite User Guide (French) </li><...
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Fitt Toolbox Network Management Scorecard

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Fitt Toolbox Network Management Scorecard

  1. 1. FITT (Fostering Interregional Exchange in ICT Technology Transfer)
  2. 2. Managing a network <ul><li>Managing an organization based on collaboration (cluster, network...) is a challenge. It requires to : </li></ul><ul><li>- Balance strategic focus and emerging issues </li></ul><ul><li>- Create immediate and middle-term creation of value to ensure the sustainability </li></ul><ul><ul><ul><li>- Define and assess a non financial performance </li></ul></ul></ul><ul><li>The Network ScoreCard Suite is a method designed to support networks management through the collaborative development of management tools. </li></ul><ul><li>- The approach of the NSC Suite relies on 3 principles </li></ul><ul><li>- It comes in 3 steps </li></ul><ul><li>- And provides 3 outputs. </li></ul>
  3. 3. A participatory approach (1/3) The NSC Suite is based on a participatory approach: - Fostering the emergence of a clear and shared strategic vision - Fostering the involvement of participants - Creating links and trust among participants, raising their cooperation capacity - Raising awareness on performance issues - guarantying the coherence and legitimacy of outputs
  4. 4. An integrated approach (2/3) The NSC Suite integrated approach covers the management cycle of a network NSC Suite 1: STRATEGIC VISION NSC Suite 2: Plan of action NSC Suite 3: ScoreCard
  5. 5. A structuring approach A four-dimension approach of performance - raising awareness on non-financial value creation, - balancing immediate and long term performance (lagging and leading indicators) Members Who are our members? External context How do we interact with our environment? Benefits Which added value do we create for our members? Organization How do we organize ?
  6. 6. NSC Suite: 3 steps NSC Suite 1: Strategic vision Values « we are » Strategic objectives « we want to  » Operational objectives « we have to » Strategic map NSC Suite 2: plan of action Identification of activities Planification Priorisation Plan d’action
  7. 7. NSC Suite 1: Strategic vision <ul><li>The first step consist in elaborating a clear and shared strategic vision </li></ul><ul><li>Structured in three levels: </li></ul><ul><ul><ul><li>Values: “we are” </li></ul></ul></ul><ul><ul><ul><li>Strategic objectives “we want to” </li></ul></ul></ul><ul><ul><ul><li>Operational objectives: “we have to”, coming in four dimensions : </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Benefits: Which added value is created to members? </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Members: who are the members and what is their level of cooperation? </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>External context: how does the network interact with its environment? </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Organisation: how is the network organized? </li></ul></ul></ul></ul></ul><ul><li>In which operational and strategic objectives are aligned </li></ul>
  8. 8. Output NSC Suite 1: strategic vision Strategic Objective 1 Strategic objectives « we want to » Values : We are « ….. » Operational objectives : « We have to» Operational objective 7 Operational Objective 4 Operational objective 5 Operational objective 6 Operational Objective 3 Operational objective 1 Strategic Objectives 3 Strategic Objective 2 Operational Objective 2
  9. 9. NSC Suite 2: plan of action <ul><li>The second step consists in operationalizing the strategic vision </li></ul><ul><li>The participants identify and plan relevant activities to carry out the strategy </li></ul><ul><ul><li>Description of the activity </li></ul></ul><ul><ul><li>Responsible person, partners to mobilize, </li></ul></ul><ul><ul><li>Deadlines or frequency </li></ul></ul><ul><li>The activities are prioritized </li></ul>
  10. 10. Output of NSC Suite 2: plan of action
  11. 11. NSC Suite 3: plan of action <ul><li>The third step consist in building a ScoreCard to assess the achievement of the strategy </li></ul><ul><ul><li>Participants identify and build indicators to assess the level of achievement of their strategy, mainly: </li></ul></ul><ul><ul><ul><li>What is the criteria for assessing that an objective is achieved </li></ul></ul></ul><ul><ul><ul><li>What is the expected level of performance? </li></ul></ul></ul><ul><ul><li>The animator gathers indicators in the ScoreCard, a system of indicators creating a global and balanced vision of performance </li></ul></ul><ul><li>A responsible is named for the exploitation of the ScoreCard </li></ul>
  12. 12. Output of NSC Suite 3: ScoreCard
  13. 13. Who? <ul><li>Stakeholders </li></ul><ul><ul><li>Key stakeholders of the network </li></ul></ul><ul><ul><ul><li>Founding members, Members of board, Animator, Historical members... </li></ul></ul></ul><ul><ul><li>Animator, Guardian of the method, moderator </li></ul></ul><ul><li>Facts & Figures </li></ul><ul><ul><ul><li>Co-developed 2006 with a network, in the framework of the TINIS project </li></ul></ul></ul><ul><ul><ul><li>Experimented on three networks at different stages of their lifecycle </li></ul></ul></ul><ul><ul><ul><ul><li>YAJUG: Yet another Java user Group: emerging network around the Java technology </li></ul></ul></ul></ul><ul><ul><ul><ul><li>CASSIS: network of consultants around the CASSIS label </li></ul></ul></ul></ul><ul><ul><ul><ul><li>CLUSSIL: club for IT security </li></ul></ul></ul></ul><ul><ul><ul><ul><li>LISA: College of Chief Information Security Officers </li></ul></ul></ul></ul>
  14. 14. Network Scorecard Suite PRO’s <ul><li>Improves network management </li></ul><ul><li>Tailored-made tool for networks </li></ul><ul><li>Support to network sustainability and performance </li></ul><ul><li>Support to network communication </li></ul><ul><ul><li>Internally: with members </li></ul></ul><ul><ul><li>Externally: towards external partners </li></ul></ul>CON’s <ul><li>Time consuming for TTO </li></ul><ul><li>Follow up: </li></ul><ul><ul><li>Short-term: exploitation of ScoreCard needs some support </li></ul></ul><ul><ul><li>Middle-term: need for some yearly reviewing of indicators </li></ul></ul>
  15. 15. Why is a Scorecard useful for networks <ul><li>Challenges of network management: </li></ul><ul><li>1. Balance strategic focus and emerging issues </li></ul><ul><li>2. Create immediate and middle-term creation of value to ensure the sustainability </li></ul><ul><li>3. Define and assess a non financial performance </li></ul><ul><li>The collaborative elaboration of the network ScoreCard Suite has an impact on the structuring of the network itself: </li></ul><ul><li>Crystallisation of individual expectations in a clear and shared strategic vision </li></ul><ul><li>Progressive enrolment of founding members in the management of the network </li></ul><ul><li>Raised reflexivity towards performance issues </li></ul><ul><li>Stabilisation of the network organization </li></ul>
  16. 16. Lessons Learned <ul><li>Difficulty to convince networks of the relevance to get involved in the NSC Suite </li></ul><ul><ul><li>Preliminary interviews help understand the critical issues for a network in particular, adapt the language </li></ul></ul><ul><ul><li>Prove the potential benefits </li></ul></ul><ul><li>Some issues/objectives/indicators are recurrent among all networks </li></ul><ul><ul><li>Animator progressively gains in experience and quality of support is improved </li></ul></ul>
  17. 17. Suggested Readings <ul><li>Link to bibliography: </li></ul><ul><ul><li>Network ScoreCard Suite User Guide (French) </li></ul></ul><ul><li>Link to code book: </li></ul><ul><ul><li>Network </li></ul></ul>

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