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PROVE 09 - Special Panel Session on Next Generation Collaborative Networked Organizations
 

PROVE 09 - Special Panel Session on Next Generation Collaborative Networked Organizations

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An overview of the current industrial and society practices regarding different emerging and established collaborative forms, highlighting the challenges, trends and research opportunities to better ...

An overview of the current industrial and society practices regarding different emerging and established collaborative forms, highlighting the challenges, trends and research opportunities to better understand the Collaborative Networks paradigm and its implementation requirements in the real world.

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    PROVE 09 - Special Panel Session on Next Generation Collaborative Networked Organizations PROVE 09 - Special Panel Session on Next Generation Collaborative Networked Organizations Presentation Transcript

    • copyright 2009 Next Generation Collaborative Networked Organizations Special Panel Session SPECIAL PANEL SESSION ONTowards 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) Universidade Federal De Santa Catarina PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009
    • copyright 2009 Index Next Generation Collaborative Networked Organizations Special Panel Session• Foreword – David Romero, Panel Chair• Aims and Scope• Presentations: – Panelist 1: IECOS Network, Manufacturing, Mexico • Arturo Molina, David Romero, Joaquín Aca – Panelist 2: Virfebras Network, Manufacturing, Brazil • Rolando Vallejos, Ricardo Rabelo – Panelist 3: Swiss Microtech Network, Manufacturing, Switzerland & China • Michel Pouly – Panelist 4: Orona Innovation Network, Manufacturing, Spain • Joseba Arana, Luis Berasategi – Panelist 5: ServQ, Consulting Network, Europe & US • Andrew Crossley – Panelist 6: Teaching, Research & Healthcare Networks, Australia • Peter Bertok – Panelist 7: CEMEX Network, Construction, Switzerland • Myrna Flores• Discussion Questions• Conclusions• Acknowledgements• Event Pictures
    • copyright 2009 Foreword Next Generation Collaborative Networked Organizations Special Panel SessionThe panel session offered to the audience an overview of the current industrialand society practices regarding different emerging and established collaborativeforms, highlighting the challenges, trends and research opportunities to betterunderstand the Collaborative Networks paradigm and its implementationrequirements in the real world.The case studies presented in this e-book are intended to provide a set ofexamples of Collaborative Networked Organizations in truly industrial orsociety environments, serving both the purpose of giving a brief accountof the state-of-the-art of implementation of CNO concepts, methods and toolsin real practice, as well as an evidence on what works and still remains asa challenge or research opportunity for the Next Generation CollaborativeNetworked Organizations in the industrial landscape and the academic world.As the Collaborative Networks scientific discipline continues its consolidationwith a stronger theoretical foundation, a growing number of application casesin industry and society are becoming important to document in order to betterunderstand the requirements for the creation of successful collaborative formsand to provided best practices for their sustainable operation in different domainsand application environments.Main conclusions reached during this lively interactive forum appointed towardsthe need of a collection of successful and non-successful case studies of CNOsfor a better understanding of their lifecycle, and this e-book stands for a first effortin this direction. David Romero, Panel Chair
    • copyright 2009 Panel Aims and Scope Next Generation Collaborative Networked Organizations Special Panel Session• The panel session was organized with the aim of sharing the experiences and lessons learned from a group of practitioners for the establishment and management of the Next Generation Collaborative Networked Organizations.• The panel session will introduce a number of industrial cases that have been studied from both a theoretical and practical perspective to validate and demonstrate the applicability of collaborative networks concepts, methods and tools as a contribution to help facing the Next Generation Collaborative Networked Organizations challenges.• The panel session scope will cover different regional manifestations of collaborative networks, especially in the manufacturing industry, and will depict their main strengths and current challenges in order to manage successful Collaborative Networked Organizations.
    • copyright IECOS 2009 Next Generation Collaborative Networked Organizations Special Panel Session Integration Engineering and COnstruction Systems IECOS Network Arturo Molina, David Romero, Joaquín Acaarmolina@itesm.mx, david.romero.diaz@gmail.com, jaca@iecos.com.mx Tecnológico de Monterrey IECOS S.A. de C.V., Mexico PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009
    • copyright IECOS 2009 Agenda Next Generation Collaborative Networked Organizations Special Panel Session• IECOS… Virtual – Creation Enterprise Broker – Business Model Virtual Enterprises Product – Business Framework Competencies Build-To-Order Supply Chain – Value Proposition Technology Processes Strategy – Operational Model – Build-to-Order Strategies Virtual Industry Cluster – Brokerage Experiences Mexican-Industry Mexican-Industry – ICT-Infrastructure – Key Successes Factors – Evolution – Lessons Learned
    • copyright IECOS 2009 IECOS Creation Next Generation Collaborative Networked Organizations Special Panel SessionFrom the Academic World to the Industrial Landscape…• IECOS was created in 2000 by the Center of Innovation in Design and Technology of the Tecnológico de Monterrey, Mexico as a successful spin-off from the COSMEGVE EU-ALFA Project in which concepts like: Virtual Industry Cluster, Virtual Enterprise and Virtual Enterprise Broker were developed. • IECOS creation was triggered by the need of having a brokerage company responsible for the creation and operation of Virtual Enterprises within a Metal-Mechanic Virtual Industry Cluster named: “Mexican-Industry” …in Monterrey, Nuevo León, Mexico.
    • copyright IECOS 2009 IECOS Business Model Next Generation Collaborative Networked Organizations Special Panel SessionIECOS creation was based-on two determining factors:1. The need for identifying collaboration business opportunities as the main strategy to bring together/attract the founding members of the Mexican-Industry Virtual Cluster.2. The necessity to support the development of SMEs competences and the integration of their capacities to approach those opportunities recognized by means of Virtual Enterprises creation.IECOS business model is based-on a “competency integrator model” between engineers and manufactures to satisfy high volume and high variability in products in the manufacturing industry.
    • copyright IECOS 2009 IECOS Business Framework Next Generation Collaborative Networked Organizations Special Panel Session Virtual Enterprise Broker Virtual EnterpriseSearch/Select Business Operation/Business Opportunity DissolutionOpportunities Exploitation Operation/ DissolutionSearch/Select Formation/ Operation/Partners Commitment DissolutionIdentify CC Protect CC Competence Information Conception Design Product Enterprise Cluster Competences Qualification Marketing Operation Technology Processes Cluster Building ImplementationBuild CC Deploy CC Virtual Industry Cluster Enterprises Molina et al. (1998): Framework for Global Virtual Business
    • copyright IECOS 2009 IECOS Value Proposition Next Generation Collaborative Networked Organizations Special Panel Session IECOS is an engineering company which is focused on innovation technology projects through the integration of the capabilities and competences of its allies (universities, research centers, technological companies) and partners (Mexican-Industry and other enterprises) IECOS Services• IECOS Supply: Offering manufacturing services through the integration of the competences of its associated manufacturing partners in order to fulfill the customer requirements.• IECOS Engineering: Offering the development of new manufacturing processes and manufacturing systems as solutions for the efficient and effective production of customers’ products.• IECOS Technology: Offering technical and managerial capabilities for the development and commercialization of new products.
    • copyright IECOS 2009 IECOS Operational Model Next Generation Collaborative Networked Organizations Special Panel Session CNC Machining Product Mold Design Making Die & Tools Injection Engineering Molding Design Plastics & Rubbers Assembly & Fabrication Universe: Virtual Industry Clusters: Virtual Enterprise Broker: Virtual Enterprise:Availability of Capabilities and Capacities Core Competence Selection & Development Core Competence Deployment & Protection Operation and Execution HUB of Integrated e-Services e-Marketing e-Brokerage e-Planning e-Engineering and e-Supply e-Productivity Molina et al. (1998): Framework for Global Virtual Business
    • copyright IECOS 2009IECOS BTO Strategies (1/3) Next Generation Collaborative Networked Organizations Special Panel Session Molina et al. (2007): Virtual Enterprise Brokerage: A Structure Driven Strategy to Achieve Build-to-Order Supply Chains
    • copyright IECOS 2009IECOS BTO Strategies (2/3) Next Generation Collaborative Networked Organizations Special Panel Session Molina et al. (2007): Virtual Enterprise Brokerage: A Structure Driven Strategy to Achieve Build-to-Order Supply Chains
    • copyright IECOS 2009IECOS BTO Strategies (3/3) Next Generation Collaborative Networked Organizations Special Panel Session Molina et al. (2007): Virtual Enterprise Brokerage: A Structure Driven Strategy to Achieve Build-to-Order Supply Chains
    • copyright IECOS 2009 IECOS Brokerage Experiences Next Generation Collaborative Networked Organizations Special Panel Session EnterpriseCollaboration Opportunity Business Process Configuration ParticipationNew Product Development P1 Product P1: Research P1+P2: Design Realization Process P3: Engineering P3: Prototype P2 Customer P1+P2: Product Design Driven Design P3+P4: Product Development P3 P4 Collaborative PCMProduct Manufacturing P1 Order P1:Sourcing P1+P2: Production Fulfillment P3: Package P3:Distribution P2 Supplier P3: Supplier’s Evaluation P3: Suppliers Monitoring Relationship Management P3: Supplier’s Development P3Product Commercialization P1 Obtaining P1: Market Analysis Customer Comercial Commitment P2: Sales Process Biomédico Ramírez P2 Customer P1: Understand Necessities P3+P4: Product Support Relationship Management P2: Commercialization P2: Promotion P3 P4
    • copyright IECOS 2009 IECOS ICT-Infrastructure Next Generation Collaborative Networked Organizations Special Panel Session Virtual Enterprises www.pymecreativa.com Virtual Organizations Creation of Information Technologies e-HUB Integrated e-Services for Added Value Industrial Networks Center for Virtual Business e-Productivity e.g. Virtual Enterprises e-Engineering e-Brokerage e-MarketingVirtual Industry Clusters e-PlanningVirtual Breeding Environments e-Supply Virtual Enterprise Broker User Request User Enterprises Profile e-HUB PYMECREATIVA Information Base e-Business e-Productivity e-Marketing e-Brokerage e-Supply e-Engineering IMMPAC Promotion Suppliers Production Engineering Diagnostic Search Order Functional Services Following. e-Quality Products Clients assurance Catalogue Search Manufacture CAD CAE CAM DFMA Others Execution Improvement Match-making Opportunities Simulation File transfer Inverse Identifier Engineering Wizard for New Products Development Allies + Tools New Products CO-SOURCING
    • copyright IECOS 2009 IECOS Key Success Factors Next Generation Collaborative Networked Organizations Special Panel Session• IECOS success depends on its capacity to guarantee customer satisfaction in terms of quality, cost reduction and delivery time based-on an efficient supply chain management.• IECOS Build-to-Order strategy provides a well recognized competitive advantage to the firm over its rivals, thanks to a unique build-to-order supply chain approach to respond to the demands of new business opportunities requiring: (a) high levels of customization, (b) customer driven innovation, (c) volume flexibility, (d) short-cycle time, (e) none inventory costs and (f) supply chain integration.• IECOS ICT-Infrastructure known as “e-HUB” (Integrated e-Services Center for Virtual Business) makes possible to reduce the critical troublesome that traditionally limits SMEs competitiveness, allowing the exploitation of new collaboration business opportunities through Virtual Enterprises creation.
    • copyright IECOS 2009 IECOS Evolution Next Generation Collaborative Networked Organizations Special Panel Session VEB VE COSME Project:1997 GVE (Global Virtual Enterprise) VIC Enterprise Collaborative Work Mexican Industry Project: Seven clusters in2000 metal mechanic and plastic industry Broker: Agent looking for business2001 opportunities, executing projects by joining cluster members´ competencies European COllaborative networked organization2006 LEADership Initiative Creation of Information Technologies for Added- Value Industry Networks
    • copyright IECOS 2009 IECOS Lessons Learned Next Generation Collaborative Networked Organizations Special Panel Session• A brokerage service is a must to find business opportunities and to coordinate properly their development within a Virtual Industry Cluster towards Virtual Enterprises creation.• Main VIC members’ characteristics should be: – Interest and commitment from their managers, – Acting with ethical values in any negotiation, – Willingness to collaborate and cooperate, and – Trust between partners.• SMEs priorities are: – Find new customers, and – Participate in business opportunities development (new revenues).• Project management is key successful factor.
    • Panelist Short Biography Next Generation Collaborative Networked Organizations Special Panel Session• Prof. Arturo Molina is the President of the Tecnológico de Monterrey, Campus Mexico City. He received his PhD degree in Manufacturing Engineering from Loughborough University of Technology, England in 1995, his University Doctor Degree in Mechanical Engineering from the Technical University of Budapest, Hungary in 1992, and his Master’s Degree in Computer Science from the Tecnológico de Monterrey, Campus Monterrey, in 1992.• Prof. Molina is member of the National Researchers System of Mexico (SNI-Level II), Mexican Academy of Sciences, and member of IFAC TC-WG5.3 on Enterprise Integration and Enterprise Networking, IFIP WG5.12 on Enterprise Integration Architectures and IFIP WG5.3 Cooperation of Virtual Enterprises and Virtual Organizations.• Furthermore, Prof. Molina has been involved in many Latin-American and European projects oriented to the creation of virtual industry clusters, virtual organization breeding environments and virtual enterprises, and together with Mr. David Romero*, he has co-authored the first complete toolkit integrated by a VBE reference model, a business process management framework and an instantiation methodology to create, operate, evolve and dissolve breeding environments. *Romero & Molina: Virtual Organisation Breeding Environments Toolkit: Reference Model, Management Framework and Instantiation Methodology, Journal of Production Planning & Control
    • copyright Virfebras 2009 Next Generation Collaborative Networked Organizations Special Panel SessionVirtual Organization of Mould and Die Industries of Brazil VIRFEBRAS Rolando Vallejos, Ricardo Rabelo rolandovallejos@ftec.com.br, rabelo@das.ufsc.br Ftec – Faculty of Technology – Caxias do Sul, Brazil UFSC – Federal University of Santa Catarina – Florianópolis, Brazil PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009
    • copyright Virfebras 2009 Agenda Next Generation Collaborative Networked Organizations Special Panel Session• VIRFEBRAS overview• VIRFEBRAS creation – history and processes• VIRFEBRAS operation• Lessons learned and best practices• Current difficulties and challenges
    • copyright Virfebras 2009 Network Overview Next Generation Collaborative Networked Organizations Special Panel Session• Network of mould & die SMEs.• Placed at Caxias do Sul City, South of Brazil.• Created in 1999, but legally established in 2004.• Initially having 13 members, including some competitors. Second largest pole of M&D in Brazil: ~200 companies ~1800 employees
    • copyright Virfebras 2009 Network Creation (1/6) Next Generation Collaborative Networked Organizations Special Panel Session Motivation for its creation: enhancing companies’ competitiveness Market Reality: - More demanding customers - Market volatility / instability - Much higher competition & Market Requirements: number of M&D companies in the World - Lower costs - Higher quality - Shorter delivery dateOperation Requirements:- Quicker response to quotations- More precision in the quotations- Lower production costs Loss of business due to low production scale and capacity
    • copyright Virfebras 2009 Network Creation (2/6) Next Generation Collaborative Networked Organizations Special Panel Session StrategyReality (before the VBE creation):- Low level of people qualification (at all levels).- Difficulty to keep up to date to advanced technology and manufacturing processes. CNO / Virtual Enterprise- Very low level of R&D as well as of paradigm collaboration with universities and other companies.- Very traditional business model.
    • copyright Virfebras 2009 Network Creation (3/6) Next Generation Collaborative Networked Organizations Special Panel SessionFIRST PHASE VIRFEBRAS was essentially created without solid methodologies, i.e. fundamentally in an ad-hoc way. Some concepts from the European PRODNET project (ended in 1999) have been taken into account besides some studies on similar initiatives over the world. Its creation was lead by University of Caxias do Sul, but extremely pushed by a group of 13 M&D companies.
    • copyright Virfebras 2009 Network Creation (4/6) Next Generation Collaborative Networked Organizations Special Panel SessionFIRST PHASEMain difficulties & goals: Too heterogeneous companies: Need for harmonizing them in terms of collaboration culture, processes and basic IT (only CAD systems and e-mail were used); Lack of trust among partners: Several meetings, travels and visits among companies. Exchanging of contacts, best practices, etc. Lack of awareness about how good and how bad they were: Preliminary and basic benchmarking. Lack of basics on CNO: Some training, short courses and many talks from experts. A number of research experiments were developed together with UFSC.
    • copyright Virfebras 2009 Network Creation (5/6) Next Generation Collaborative Networked Organizations Special Panel SessionSECOND PHASE (still current)Main difficulties & goals: IT covering only very classical processes: Basic IT is used, and a centralized web-based information system was implemented. More advanced ICT is now required. Many actions are still carried out in face-to-face meetings. Still need for trust reinforcement: Expansion of trust from operational / information levels to strategic / business levels. Lack of awareness about how good and how bad they were: Second phase of a comprehensive benchmarking. Need of more solid foundations for guiding VIRFEBRAS to evolve: AMBIANCE methodology, which is based on knowledge management.
    • copyright Virfebras 2009 Network Creation (6a/6) Next Generation Collaborative Networked Organizations Special Panel Session KM Reference E-Cognos ECOLEAD Models (EC Project) (EC Project)AMBIANCE Methodology & Framework & System (Vallejos 2005)
    • copyright Virfebras 2009 Network Creation (6b/6) Next Generation Collaborative Networked Organizations Special Panel Session Why a Knowledge Management centered approach ?!Essentially because it was realized that the most natural wayVIRFEBRAS members collaborated and made the VBE to evolvewas via an intense exchange of information and knowledge “alive”and somehow informally.Therefore, it was essential, regarding this VIRFEBRAS culture,that this knowledge could be captured and organized as well ascould be used as the basis to pave its evolution.Benchmarking was the main key element which has beenleveraging VIRFEBRAS evolution.
    • copyright Virfebras 2009 From VBE Foundation to VE Operation & Dissolution - Current Status Next Generation Collaborative Networked Organizations Special Panel Session 1999-2004 2004-2009 2010-201…VIRFEBRAS / VBE VE VE VE VEVBE foundation Creation Creation Operation Evolution Dissolution 1st Phase 2nd Phase 3rd Phase Ad-Hoc AMBIANCE AMBIANCE + gradual & “ECOLEAD” evolving way
    • copyright Virfebras 2009 Network Operation (1/2) Next Generation Collaborative Networked Organizations Special Panel Session• Virtual Enterprises are created with members of VIRFEBRAS.• There is not a global broker. Instead, the company which gets the business look at VIRFEBRAS members and acts as the VE manager, selecting any members it wants.• Usual criteria applied in the partners’ selection:1. VIRFEBRAS information system (partners’ capabilities and capacities).2. VIRFEBRAS benchmarking (comparison between performance indicators related to operational / technological processes).3. Previous businesses involvement.• Once members are selected, they share the mould design, discuss quotation, processes, etc., in meetings.• A member can be involved in many VEs simultaneously, either as manager or partner.• A member can do business out of VIRFEBRAS.
    • copyright Virfebras 2009 Some Observations Next Generation Collaborative Networked Organizations Special Panel Session• The establishment of the VIRFEBRAS VBE helped companies to create a new culture of work – now much more based on collaboration – and to be better prepared for the market.• VIRFEBRAS entrepreneurs started sharing information and learned that they usually have similar problems. Nowadays they normally share solutions and practices.• The creation of the VBE brought several standardization initiatives, reflected in the processes, sheets, forms, mould models and ontologies.• VIRFEBRAS members affirmed that the VE theory applied to SME competitors is valid, and that through joining forces it was possible to have access to new technologies, to share information and knowledge, to qualify employees, to contract research projects and to tune consultancy’s works.
    • copyright Virfebras 2009 Some Observations Next Generation Collaborative Networked Organizations Special Panel Session• VIRFEBRAS members are convinced that a VBE is a collaborative network that must be in constant evolution, where the first paradigm to be broken is trust.• It is possible to conclude that through joining core competencies, SMEs, even being competitors, became more competitive, offering a larger spectrum of products, developing new markets and serving additional potential customers.• All VIRFEBRAS members grew in infrastructure, technology, knowledge and hired more employees.
    • copyright Virfebras 2009 Lessons Learned & Practices Next Generation Collaborative Networked Organizations Special Panel Session• The start up phase of a collaboration network between competitors needed specific efforts for generating trust among the network members. At least in the beginning, no sophisticated approaches are necessarily required.• The members of a network can not be forced to share sensible information. They should realize this importance for themselves (i.e. for the business) and for the success of the whole.• The written formulation of ethic rules and of operational procedures seems to be one of the key success factors in networks between competitors. These written documents support the growing of trust into the operational system.• Regarding the particular way VEs are created inside VIRFEBRAS, members realized that the CEO position should be alternated among the members.• ERP systems have been introduced too early, provoking some fears in the managers. It is only now been re-introduced.• Benchmarking showed to be a crucial mechanism to boost VBE competitiveness.• From 13 to 8 companies: the importance of adequate methods for selecting & preparing companies to get into the VBE.
    • copyright Virfebras 2009 Lessons Learned & Practices Next Generation Collaborative Networked Organizations Special Panel Session“After growing 30% in the last couple of years,we keep on enlarging our physical installations aswell as investing on newer technologies andhuman resources. We never imagined the powerwe had working together, in a co-operative way”.Mr. Gelson de Oliveira, current VIRFEBRAS CEO.
    • copyright Virfebras 2009 Current Difficulties & Challenges Next Generation Collaborative Networked Organizations Special Panel SessionLack of tools for CNO processes has been an obstacle for theapplication of CNO concepts at a larger scale.It is not possible to measure how much businesses and profitshave increased due to the VBE e AMBIANCE. However, it is verymuch clear the benefits they brought and how better companiesare nowadays.A more comprehensive IPR & governance models start to beextremely important as long as companies reached another level ofmaturity and professionalism.VIRFEBRAS is now in a crucial decision point:– stay as is = “basic” level compared to other VBEs & competitors;– or invest a lot towards a new level of competition = high investment on non-machinery issues.
    • Panelist Short Biography Next Generation Collaborative Networked Organizations Special Panel Session• Prof. Ricardo Rabelo is an associate professor of the Department of Systems and Automation at the Federal University of Santa Catarina in Brazil, where he heads the Intelligent Manufacturing Systems group. He obtained his PhD in Robotics and Computer Integrated Manufacturing from the New University of Lisbon, Portugal, in 1997.• His current areas of interest include: collaborative networks, service oriented architectures and interoperability, multi-agent systems, knowledge management, and human-centered decision support environments.• Prof. Rabelo has been involved in many Brazilian and European research projects and program committees of international conferences. He has supported the creation of VIRFEBRAS network and he is currently supervising a pos-doctoral research by Dr. Fabiano Baldo towards creating a methodology for the creation of VBEs as well as launching the basis for the creation of a new VBE in the south of Brazil.
    • copyright Swiss Microtech 2009 Next Generation Collaborative Networked Organizations Special Panel Session Swiss MicrotechEnterprise Network SMT Network Michel Pouly m.pouly@swissmicrotech.ch Swiss Microtech Tramelan, Switzerland PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009
    • copyright Swiss Microtech 2009 Agenda Next Generation Collaborative Networked Organizations Special Panel Session• Swiss Microtech… – Overview – Creation – Operation – Management – Conclusions
    • copyright Swiss Microtech 2009 Network Overview Next Generation Collaborative Networked Organizations Special Panel SessionSMT is a network of industrial SME founded in 20017 small SME (12-80 collaborators) of the mechanicalmanufacturing sector in Western Switzerland Production of high precision parts, 90% export worldwide
    • copyright Swiss Microtech 2009 Network Creation (1/3) Next Generation Collaborative Networked Organizations Special Panel SessionSMT creation reasons Strengths Weaknesses- strong technical skills - small / very small SME- high productivity - highly specialized SME (machine and manpower) - poor commercial skills- stable social environment Opportunities Threads- Become complete - customers reduce the solution suppliers through number of their suppliers alliances and cooperation - competition from low wages countries
    • copyright Swiss Microtech 2009 Network Creation (2/3) Next Generation Collaborative Networked Organizations Special Panel SessionSMT creation process1998 report on the current strengths and weaknesses of the regional screw machining industry1999 10 enterprises ask for support to start a network research project (EPFL)2000 - 2001 project running2000 6 enterprises leave the boat…2001 the “Fab Fours” create SMT
    • copyright Swiss Microtech 2009 Network Creation (2/3) Next Generation Collaborative Networked Organizations Special Panel SessionSMT creation process2001 - 2004 3 new members join SMT2005 - 2007 Research project with EPFL to set up and collaborate with a partner network in China2006 - 2008 ECOLEAD research project (pilot CNO)
    • copyright Swiss Microtech 2009 Network Creation (3/3) Next Generation Collaborative Networked Organizations Special Panel SessionQuestions about the creation process more than 80 companies attended the reportpresentation event Why only 10 were interested to collaborate ? 6 companies left the before the end What are the reasons of this ?
    • copyright Swiss Microtech 2009 Network Operation (1/2) Next Generation Collaborative Networked Organizations Special Panel SessionA typical Virtual Organization for business… Milling of the semi-finished product : RAVINE SA Centerless grinding : ADAX SA Surface treatment : ESTOPPEY- REBER SAVO creation : - requests coming from different sources posted - first VO for quotation set up, partner selection is the “best constellation” (prices, delays etc.).VO execution : - one unique company takes the lead.
    • copyright Swiss Microtech 2009 Network Operation (2/2) Next Generation Collaborative Networked Organizations Special Panel Session Milling Ravine SA QC Normal QC outsourcing Centerless grinding Surface treatment ADAX SA Estoppey-Reber SATrust allows workshop to workshop direct transfer of parts with the minimum of time, costs, papers and control !
    • copyright Swiss Microtech 2009 Network Management (1/4) Next Generation Collaborative Networked Organizations Special Panel SessionMain lessons learnt as a VBE manager… Managing SMT is like managing a club : - there are very active, active and less active members - the members’ rights and duties must be clear - the workload must be low and equally shared - conflict resolution must be defined in advance - “management by persuasion” style The network management is based on : - a charismatic President - a broadly accepted Coach
    • copyright Swiss Microtech 2009 Network Management (2/4) Next Generation Collaborative Networked Organizations Special Panel SessionMain lessons learnt as a VBE manager… The condition of success are : - high trust level between the members - a shared common business ethic - strict respect of the SMT chart of rights and duties - long term thinking : not all members can have an immediate profit - be ready to give before receiving - get rid of free riders Almost only human aspects !
    • copyright Swiss Microtech 2009 Network Management (3/4) Next Generation Collaborative Networked Organizations Special Panel SessionAdopted best practices within the VBE live to improve its management…• Reach first successes (common buying and participation to fairs, business) as soon as possible• Monthly face to face meetings to enforce trust• Install a simple remote conference tool (GotoMeeting®)• Launch common research projects to improve SMT ECOLEAD : - competence management - knowledge sharing - common ontologies with the Chinese network DecoCHina : - partnership with Chinese companies
    • copyright Swiss Microtech 2009 Network Management (4/4) Next Generation Collaborative Networked Organizations Special Panel SessionCurrent problems or challenges faced… SMT could become a closed club reluctant to admit new members: - which additional competences should be added - until now, no entrance fees requested Change of ownership / CEO Collaboration spirit to be transferred to the lower levels
    • copyright Swiss Microtech 2009 Conclusions Next Generation Collaborative Networked Organizations Special Panel SessionQuestions and research needs (1) : CNOs are now well known and studied : - Why so few industrial applications ? - How to foster the collaboration spirit ? - How to motivate SME to join CNO ? - How to boost the creation of CNO ?What is missing and what can researchers do ?
    • copyright Swiss Microtech 2009 Conclusions Next Generation Collaborative Networked Organizations Special Panel SessionQuestions and research needs (2) : ERP / CAD Database CNO IT network ERP/ CAD User Database ERP / CAD ERP / CAD database database Data sharing between legacy IT systems
    • Panelist Short Biography Next Generation Collaborative Networked Organizations Special Panel Session• Mr. Michel Pouly is an Electrical Engineer from EPFL.• His background covers an extensive industrial curriculum in the field of automatized flexible manufacturing systems.• He is a part time senior scientist and lecturer at EPFL and also a consulting engineer.• Leader of the study on the turned parts supplier industry in Western Switzerland, Leader of the Swiss Microtech creation project, Leader of the DecoCHina project (Swiss-Chinese industrial CNO), Responsible for piloting the Swiss Microtech participation as demonstrator of state-of-art CNO concepts, methods and tools as part of the FP6 ECOLEAD project.• Author of different articles on CNOs; particularly interested by their human aspects.
    • copyright Orona 2009 Next Generation Collaborative Networked Organizations Special Panel SessionNew Products and Services for Elevation SectorOrona Innovation Network Joseba Arana, Luis Berasategi jmarana@ikerlan.es, lberasategi@ikerlan.es IKERLAN Techn. Research Centre Arrasate - Mondragón PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009
    • copyright Orona 2009 Agenda Next Generation Collaborative Networked Organizations Special Panel Session• Introduction• Network Overview• Network Operation• Network Management• Conclusions
    • copyright Orona 2009 Introduction Next Generation Collaborative Networked Organizations Special Panel Session Offer marketCharacteristic 1: Customer demandADAPTABILITY Customisation Vision, STRATEGIES AlliancesCharacteristic 2: Globalisation Effectiveness, Production costsCOMPETENCE PROCESSES Efficiency, Differentiation Flexibility Interoperability New marketsCharacteristic 3: APPLICATIONS New likes MovilityEVOLUTION SYSTEMS Internet Novelty DATA StandardsCharacteristic 4: INFORMATION Semantics ProductsINTEGRAL OFFER Responsibility  Services PEOPLE Self Mgmt  Cooperation ProductsCharacteristic 5: ProcessesTECHN. EVOLUTION Re‐adaptation Orona Innovation Network
    • copyright Orona 2009 Introduction Next Generation Collaborative Networked Organizations Special Panel Session• > 250 independent companies• > 100,000 workers ORONA stands as the Spanish leading • 3,500 workers company in the lift industry • 85 countries
    • copyright Orona 2009 Network Overview Next Generation Collaborative Networked Organizations Special Panel Session Core Group Industrial companies Consulting Sectorial R&D Applied Research Basic Associated companies Research Centres Research+++ Other Universities Subsidiaries
    • copyright Orona 2009 Network Creation Next Generation Collaborative Networked Organizations Special Panel SessionIn 2002, ORONA promoted the creation of ORONA Innovation Network in order to:• Discover new technological opportunities• Translate them into innovative product ideasChallenges:• Generate value based on technology to increase competitiveness• Generate critical mass with advanced knowledge• Leverage resources:– Share cost– Share risk– Concentrate knowledge– Favour co-specialization• Create trust based on collaboration:– Increase knowledge acquisition– Develop new competences
    • copyright Orona 2009 Network Creation Next Generation Collaborative Networked Organizations Special Panel Session• No formal methodology• Based on the history of collaboration in specific projects• 3 fundamental axis: – Growth of R&D investments – Creation of EIC (Elevation Innovation Centre) – Stable Framework Agreement with University (Mondragón University) and IKERLAN for technology collaboration.• Defining the “Collaboration Spaces”: Projects Projects Projects Projects Projects Projects Projects Tecnology Innovation Framework Tecnology Innovation Framework Strategic Planning Strategic Planning
    • copyright Orona 2009 Network Operation Next Generation Collaborative Networked Organizations Special Panel SessionINDUSTRIAL PARTNERS EXTERNAL CUSTOMERS Technology Platform Innovative products 1. VBE-OIN Research consortium Common research strategy Managed by Technical Committee & Roadmap plan ELECTRA ORONA EIC ZABALA 2. PVC/VT-Technology watch MCC New technological IKERLAN opportunities & concept MGEP ideas HERREROS 3b. VO-New Product Development Inter-company projects for 3a. VO-Technology Platform Dev. 3a. VO-Technology Platform Dev. New Product Development Inter-company projects for Inter-company projects for Technology platform development Technology platform development
    • copyright Orona 2009Network Operation Next Generation Collaborative Networked Organizations Special Panel Session Estructura autoportante Foso 200 y HUP 2500 metálica. Cerramientos de hueco de pladur Reconocimiento Autopropulsado (absorción-aislante) personalizado con contrapeso Puertas de piso ultraplanas. Rendimiento de hueco >70% Ej. empotrables en tabique Puertas de cabina Contrapeso ultraplanas motorizado Grupo viajero ligero. Ej. Sector de automoción Deslizaderas de alto rdto. + Batería para Sist. Seg. mecatrónico auto rescate Pantalla LCD de plástico Botonera con carátula flexible. cambiable Paneles cambiables con Base y techo modulares estética personalizada (tipo cambiables: obra, fin obra Irizar). Paneles para obra y fin de obra
    • copyright Orona 2009 Network Management Next Generation Collaborative Networked Organizations Special Panel SessionLessons learned:• Manage an Innovation Network is based on managing the Networked Innovation process• A long term view must be share among the partners• Efficiency and effectiveness is compulsory• Trust is essential. Trust is based on facts.• Involvement of managers is required as well as involvement of people.• Different focus: All are needed.
    • copyright Orona 2009 Network Management Next Generation Collaborative Networked Organizations Special Panel Session Three basic elements support the management of the network: • Strategic roadmap definition • Monitoring of project status • Monitoring assets and resultsBut the key point is: Orchestrating
    • copyright Orona 2009 Network Management Next Generation Collaborative Networked Organizations Special Panel SessionCurrent challenges:• Involve new partners and networks through the core group• Go into process innovation• Go into service innovation• Build the Innovation Network open to the “persona”• Go into Business Model Innovation
    • copyright Orona 2009 Conclusions Next Generation Collaborative Networked Organizations Special Panel Session• Management of the innovation networks is not only management of partners and competences. The most important task is the orchestration of the activities.• The content of the strategic roadmap should be shared and sufficiently internalized by the members of the core group.• Reinforce the importance of articulating innovation according to parameters of efficiency and effectiveness when obtaining results.• Collaboration space (physical and digital) is needed.• A innovation network scorecard is the best test for the proper operation of the innovation system as a whole.
    • Panelist Short Biography Next Generation Collaborative Networked Organizations Special Panel Session• Mr. Joseba Arana is an Industrial Engineer that belongs to IKERLAN, a Technological Research Centre located in the Basque Country.• He has over 25 years experience working-in and heading different departments within the areas of Design and Production Technologies.• He has been involved in national and European research projects as well as industry transfer projects within the areas of mass-customization and product configuration.• Nowadays, he belongs to the Strategical Innovation knowledge area in IKERLAN.• Present research topics are Innovation Networks and Business Model innovation.
    • copyright ServQ 2009 Next Generation Collaborative Networked Organizations Special Panel SessionA Decade of Enterprise Networks Practical Experience in Implementing Networks ServQ Delivering the Collaboration Premium Andrew Crossley andrewdcrossley@servq.com www.servq.com UK PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009
    • copyright ServQ 2009Agenda Next Generation Collaborative Networked Organizations Special Panel Session
    • copyright ServQ 2009 ServQ Overview Next Generation Collaborative Networked Organizations Special Panel Session• Founded in 2001 and specialises in collaborative systems advising on: • Strategy Formulation • Organisational Alignment • Partnering & Alliancing • Implementation• Designed as a ‘virtual partnership’ with good links to authors and researcher.• Most of our work is in the EU and USA.• www.servq.com
    • copyright ServQ 2009 Our Network Next Generation Collaborative Networked Organizations Special Panel Session• Our firm has 5 people but interfaces with: • 20+ Associates based on their ‘partnering competence’ and technical delivery skills. • 3 UK universities, 1 with ServQ sponsorship. • 2 US thought leaders on strategy and alliances. • 2 US firms in ‘cloud software’ for strategic cost management. • 4 research and best practice institutions. • We are a network by design created to compete effectively with minimum overheads.
    • copyright ServQ 2009 Confidentiality Next Generation Collaborative Networked Organizations Special Panel Session• Client confidentiality is important.• These are our collective and objective observations from designing, advising on, working with and delivering a series of networks over the 00s. As such they do not necessarily represent the views of individual Clients.• We have given practical examples around successes and many of the challenges - for delegate reference.
    • copyright ServQ 2009Competition to Collaboration Next Generation Collaborative Networked Organizations Special Panel Session copyright ServQ 2009
    • copyright ServQ 2009 Business Network A is a VBE Next Generation Collaborative Networked Organizations Special Panel Session• US based.• Founded mid 00s.• Non-profit focused on bolstering U.S. manufacturing.• Core tenet is Network Centric Manufacturing, which is the rapid assembly and seamless coordination of dynamic supplier networks to accelerate production and reduce costs.• Developing solutions that increase supply chain agility, collaboration and coordination.• Has done considerable work with Department of Defense and NASA to develop and prove out model.• Now moving into commercial environment, starting with aerospace, defense and energy.• Has delivered quantifiable results that demonstrated ability to shorten time, reduce costs and lower risk.
    • copyright ServQ 2009 Business Network B is a VO Next Generation Collaborative Networked Organizations Special Panel Session• UK based.• Founded early 00s.• Private funded by retained surpluses and originally time in kind.• Over 20 active participants but managed by shareholding members, board and trusted contributors.• Designs processes, delivers training and oversees implementation.• Challenges in implementation mid 00s – around balance of network’s input and outcomes – Leaders vs. Followers.• Overcoming challenges through transparency and engagement of whole team in strategy.• Growth constrained through some client resistance to engage with good quality networks compared to large firms/ staff numbers.• Partnering and people skills a core competence by design.• Issues of inputs and outcomes can resurface in slow economy.
    • copyright ServQ 2009 Business Network C is a VBE Next Generation Collaborative Networked Organizations Special Panel Session• EU based.• Founded mid 00s - part public funded.• Has 100+ participants who have had variable inputs.• Managed to date by public sponsored board and staff.• Regionally based & therefore geographically constrained.• Original specification, legal and policy constraints meant cannot commercially trade, lead or take risks i.e. Cannot be a PRIME VE.• Good ‘how to’ manuals and processes supplied by EU programme.• Funds initial brokerage of opportunities - now has a procurement and bid support role therefore morphed from a CNO to a VBE.• Facilitates VEs especially in environmental technologies.• Restructuring out original complexity but funding now constrained due to tightening public sector purse.• Less focus on people aspects. High emphasis on due process, reporting and governance relates to public sector input.
    • copyright ServQ 2009 Knowledge Network D is a CNO Next Generation Collaborative Networked Organizations Special Panel Session• US based, founded mid 80s.• Membership funded NFP with over 150 active participants.• Managed by elected Board, 2 FT staff and Interest Group Heads.• Produces well regarded ‘how to’ books and manuals i.e. knowledge creating.• Reviewed strategic direction late 00s – overcome by good membership teamwork.• Good at building partnerships through a strong President.• US centric until 2007. Expanding internationally because of a strong and ambitious leadership.• Funding and growth constrained on rate of expansion of new membership in current recession – made membership more accessible.• Needing to keep output rate up to reinforce member value.• Focus on delivery and marketing of deliverables/knowledge.
    • Knowledge Network E is a CNO Next Generation Collaborative Networked Organizations Special Panel Session• UK Based.• Founded 2007.• Hosted by a major university.• Has over 40 active participants.• Very senior representation from industry and government.• Assesses practical policy matters relating to engineering, assets and whole life cost/sustainability.• People attend to network with each other and contribute to national level policy matters.• Started as a forum from 2009 has a new ‘spin out’ institution.• Has a web-site for distributing information and proceedings.• Doesn’t yet have a portal so too little interaction between major events.• In the ‘set up stage’ but very good quality teams involved.
    • copyright ServQ 2009 IT Deployment Next Generation Collaborative Networked Organizations Special Panel Session• Network A - Leveraged existing technologies until needs and value were better defined.• Network B - Specified its portal needs right up front and still uses the same system today. Its ISO9001:2008 & 14001 certification is based around this so IT used – daily.• Network C - Started off with a bespoke IT approach which has led to some implementation challenges and vendor ‘lock in’ which proved very expensive and risky when compared to A&B• Network D - Transformed its productivity by investing in a good portal – took a week.• The advent of SharePoint, on line costing systems, management and measurement systems together with WEB 2.0 is driving more cost effective approaches than were possible even 3 years ago.• Buy what you need not what the IT people want!
    • copyright ServQ 2009 The Collaboration Premium? Next Generation Collaborative Networked Organizations Special Panel Session● Premium Delivered ○ Partial Premium ◘ Room for Improvement copyright ServQ 2009
    • copyright ServQ 2009 Technology Design - Lessons Next Generation Collaborative Networked Organizations Special Panel Session• Information systems enhance networks• Definitely needed for geographically remote teams.• Do not need a bespoke design to get started.• IT people too influential in network set up and design - when they are the support service.• Where IT is not a core competence outsource it.• Grow IT as you need it not at outset• IT ‘portal’ service providers will outstrip a network’s in-house skills, unless the network is there to design IT portals.
    • copyright ServQ 2009 The ‘C’ Words Next Generation Collaborative Networked Organizations Special Panel Session The GoodThe Bad copyright ServQ 2009
    • copyright ServQ 2009Overcoming a Lack of Commitment Next Generation Collaborative Networked Organizations Special Panel Session • Passion and belief • Understand needs and wants - right up front. • People, trust and transparency issues: 1. Find network’s leaders and followers 2. Use a formal partnering process 3. Focus on quick wins 4. Beware of transient teams creates ‘conflict’ and underperformance. • Some conflict is a natural part of the team forming process • How we handle conflict depends on our emotional and Partnering Intelligence. – See www.partneringintelligence.com
    • copyright ServQ 2009Towards the Collaboration Premium Next Generation Collaborative Networked Organizations Special Panel Session • Collaboration needs a driver • Look for consensus on how to collaborate • Assess alignment and which organisations complement core team - supplier network • Use a conflict resolution system • Difficulties arise from a lack of transparency and ‘audit’ on inputs and outcomes – gather inputs and outcomes. • Collaboration Premium comes from coaching and mentoring a ‘trust dividend’ and balances of outcome, risk and reward. • Use some form of Scorecard to set and agree network targets and refer to it.
    • Panelist Short Biography Next Generation Collaborative Networked Organizations Special Panel Session• Mr. Andrew Crossley is a Director of ServQ, ASC Management and the UK Principal of Partnership Continuum, a leading US firm specializing in building partnerships and alliances.• He has worked in the engineering, project management, construction and consulting industries for over 25 years.• He is a chartered civil engineer with an MBA from Manchester Business School and an MSc. in Infrastructure Asset Maintenance and Management from the University of Leeds.• Mr. Crossley is a Fellow of the Chartered Institute of Marketing, has qualifications in Value Management and is a member of the Institute of Asset Management.• He is on management and steering groups in the UK and the USA and has held directorships at four UK businesses.• Mr. Crossley was seconded part time to set-up a not for dividend group sponsored by a government agency between 2006 and 2008.• He is currently working on a major leadership improvement initiative for small to medium sized businesses in Wales.
    • copyright Bertok 2009 Next Generation Collaborative Networked Organizations Special Panel SessionVirtual Organisations for Teaching, Research and Healthcare in Australia Peter Bertok Peter.Bertok@rmit.edu.au Royal Melbourne Institute of Technology PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009
    • copyright Bertok 2009 Introduction Next Generation Collaborative Networked Organizations Special Panel SessionVirtual organisations in different fieldsAustralian examples• Research Bringing together different organisations for specific research• Teaching Offering courses from different universities in a unified framework• Healthcare, community care Efficiently manage and deliver services
    • copyright Bertok 2009 Research Organisations Next Generation Collaborative Networked Organizations Special Panel SessionAim Support the forming of research groups with critical massOrganisational support Cooperative research centres Government supported (https://www.crc.gov.au ) Funding provided for a period of several years A CRC allocates funds to mission-related projects Project-oriented teams Team members delegated by the member organisations, but not representing the member organisation Teams have their own resources
    • copyright Bertok 2009 Teaching Next Generation Collaborative Networked Organizations Special Panel SessionAim Flexible delivery of university courses on-lineOrganisational example Open Universities Australia (https://www.open.edu.au) Alliance of seven universities Offers degrees in Arts, Business, Education, Engineering, Health, Information Technology, Law and Science A degree can include courses offered by different universities Courses needing hands-on laboratory work are not offered Separate entity (OUA) for coordination only Members individually deliver services (courses) Relies on members’ resources
    • copyright Bertok 2009 Healthcare, Community Care Next Generation Collaborative Networked Organizations Special Panel SessionAims To deliver health services in a flexible and efficient manner To protect people at risk of abuse, maltreatment or neglectOrganisational examples Aboriginal health CRC Alliance of government health agencies and research institutions Brotherhood of St Lawrence (charity organisation) Cooperation with local government, assessment authorities and healthcare providers. Protocols for interagency information sharing, privacy and confidentiality Loose coupling between member organisations’ teams
    • copyright Bertok 2009 Technical Infrastructure Next Generation Collaborative Networked Organizations Special Panel SessionTeaching and research Australian Academic and Research Network (AARNet) Rents and operates high-speed links between institutions Provides specific technical services for cooperation e.g. Video conferencing and desktop sharing, research applications
    • copyright Bertok 2009 Technical Issues Next Generation Collaborative Networked Organizations Special Panel SessionSecurity and privacyInformation access and usage control• Access rights Access control for VO participants • Within a member organisation (local access control) • Between member organisations (remote access control)• Dissemination rights (confidentiality constraints) – Internal data (relating to the VO) – External data (about clients/customers) Confidentiality of personal information (e.g. medical)
    • copyright Bertok 2009 Conclusion Next Generation Collaborative Networked Organizations Special Panel SessionVirtual Organisations – operate in many fields – have specific missions but general organisational frameworks (organisational setup reflects the nature of the task, not the application area)Different organisational models Project-oriented team model Team members from different member organisations Umbrella organisation model Service delivery by individual member organisations Loose cooperation modelGeneral support – Organisational Government funding – Technical Specialised support for different needs
    • Panelist Short Biography Next Generation Collaborative Networked Organizations Special Panel Session• Prof. Peter Bertok is an associate professor and member of the Distributed Systems and Networking Discipline Group of the School of Computer Science and Information Technology at RMIT University, Australia.• He is the Group Leader of the Distributed Systems Research Group which studies topics related to: Distributed systems, Real-time systems and Security in computing.• He has been involved in different national and international research projects in topics such as: Security in Ad-Hoc Networks; Stateless and State Aware Middleware in Mobile Computing Environments; Peer-to- Peer Computing in Mobile Environments; Security in SCADA systems; Performance of Web Services; Mobile Services; Integrated Infrastructures for Dynamic and Large Scale Supply Chains; Scalable and Robust Mobile Middlewares; and Computer Anomaly Intrusion Detection.
    • copyright CEMEX 2009 Next Generation Collaborative Networked Organizations Special Panel SessionCollaborative Networks for Innovation Challenges for Breeding Environments of Enterprises & Universities for Innovation Myrna Flores myrnafatima.flores@cemex.com CEMEX Research Group AG Switzerland PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009
    • copyright CEMEX 2009Why to Network forapplied R&D? Next Generation Collaborative Networked Organizations Special Panel Session • Enterprises need to restructure themselves to be capable of combining considerable flexibility to diversify and customize products in different markets, attract global talent and embed sustainability requirements to deliver innovative products and services • The challenge is to enable the formation of applied R&D networks both in local and geographically distributed locations to team-up and catalyze the innovation cycle.
    • copyright CEMEX 2009 Collaboration/Networking Models Next Generation Collaborative Networked Organizations Special Panel SessionAre they enough or only confusing the Audience? Type 1 Intra-Inter Company Type 2 National/Regional Networking Models Networking Models The Firm as an individual entity or Collaboration as part of a spatial part of a network (not linked to a context, innovation for specific territory) regional/national competitiveness 1. Simultaneous Engineering 1. Industrial Clusters 2. Supply Chain Management 2. Innovative Mileu 3. Extended Enterprise 3. Innovation Systems 4. Value Chain 4. Triple Helix 5. Virtual Enterprises 5. Living Labs 6. Breeding Environment 6. Breeding Environment 7. Open Innovation 7. Open Innovation Source: Flores M., Towards A Taxonomy For Networking Approaches for Innovation presented at the PROVE06 Conference, Helsinki Finland, September 2006
    • copyright CEMEX 2009 Why do we need Breeding environments? Next Generation Collaborative Networked Organizations Special Panel Session• It is very difficult for one company to count with all the resources, knowledge and experience to develop breakthrough innovations.
    • copyright CEMEX 2009 Research Question? Next Generation Collaborative Networked Organizations Special Panel Session• So, if collaboration enables and catalyses innovation providing business opportunities… why is it so difficult to accomplish?
    • copyright CEMEX 2009 Lessons Learned / Challenges Lack of Common Understanding Next Generation Collaborative Networked Organizations Special Panel Session• Many companies still do not realize which are the benefits for collaborating in networks…• Available academic “networking” concepts and publications are too complex with fuzzy words…
    • copyright CEMEX 2009Lessons Learned / Challenge 2University – FirmDifferent ways of working Next Generation Collaborative Networked Organizations Special Panel Session – We work at different speeds. – It is hard for many academic scientists to apply concepts in real industrial scenarios. – Good ideas are not enough, collaborative innovation refers to bring products to the market. Researchers in Universities in many cases do not know the company markets and real needs. – Many research projects with Universities are carried out by students, who in most cased do not have the experience to lead such research initiatives. Continuous interaction and guidance from the sponsor company is needed!
    • copyright CEMEX 2009Lessons Learned / Challenge 3University – FirmLack of tools to measure collaboration Next Generation Collaborative Networked Organizations Special Panel Session – It is not easy to “measure” how such collaborations will benefit the Enterprise and University in a short and long term. – Companies measure themselves in terms of “profits or savings” and Universities think on “number of papers” and “number of PhD and Masters thesis”. – Companies that treat Universities as “consults” do a mistake. Consultants are in most cases “experts” about a topic, Universities in many cases are interested to “learn and explore” about the topic for the first time.
    • copyright CEMEX 2009 Suggestions Next Generation Collaborative Networked Organizations Special Panel SessionImproving collaboration and networking is a journey.Companies interested to collaborate with Universities for collaborative research, could consider the following:1. Define a collaboration/networking strategy.2. A roadmap or maturity model to track its progress.3. Identify “key” players with whom to collaborate (internally in the company and with the partner University).4. Search for research projects that can bring benefits in different time horizons: 1) short, 2) medium, 3) long term.5. Provide guidelines and clear processes to their employees and to the partner University.6. Demonstrate and motivate with examples from other companies (usually multinationals in high-tech sectors).
    • copyright CEMEX 2009Conclusions Next Generation Collaborative Networked Organizations Special Panel Session Is important to: • Understand the “real” business needs before engaging with Universities in research projects. • Identify who will be the “internal customer” and “sponsor”. • Explain to the academic partner that the company expects tailored made solutions with a practical application (not only generic frameworks). • Foster continuous contact with the University partner. • Focus on projects that provide win-win results.
    • Panelist Short Biography Next Generation Collaborative Networked Organizations Special Panel Session• Myrna Flores has a PhD. from the Politecnico di Milano in Management and Industrial Engineering (Italy, 2006), a Post-Graduate Degree on Technologies and Sustainable Development, (India, 2005) and a MSc. in Manufacturing Systems from the Tecnológico de Monterrey, Campus Monterrey (Mexico, 1999).• She is currently a Research and Networking Sr. Consultant at CEMEX Global Center for Technology and Innovation in Switzerland.• Her past professional experience includes working at the Institute of Computer Integrated Manufacturing for Sustainable Innovation, Switzerland, as manager of International Research Projects and teaching Six Sigma, Supply Chain and Knowledge Management; at General Electric (GE) in Sourcing Industrial Systems, e-procurement, Corporate Research and Development, and Business Process Simulation activities; and at the Manufacturing Systems Research Center of the Tecnológico de Monterrey, as a researcher in a Collaborative Networks and Virtual Enterprises project and in a AT Kearney/ITESM Benchmarking project.
    • copyright 2009Panel Discussion Questions Next Generation Collaborative Networked Organizations Special Panel Session
    • copyright 2009 Question 1 Next Generation Collaborative Networked Organizations Special Panel Session How we can communicate the business people that “collaboration” is a BIG opportunity?“By showing real success cases… Business people are more ready to believe in other business people” “Set-up social networks to spread the word” “Clear business cases” “New business models”“Define advantages of collaboration in business terms: save money, boost sales, new customers, maximize capacity, increase standards”“Workshops” “Real examples and study cases” “Participation in Business Conferences”“Advantages of collaboration vs. Disadvantages of competing alone” “Business Book with real cases” “Create a business oriented Website with: case studies, glossary of terms, directory of local network” “Key performance indicators to show the impact of collaboration”“Nightlight the potentiality in emerging collaboration business opportunities in the market” “Business models: New revenue and costs models based on collaboration” some post-it ideas...
    • copyright 2009 Question 2 Next Generation Collaborative Networked Organizations Special Panel Session What we should communicate to Industry? (reference models, business processes, technology tools, etc.)“Downloadable good practices… best practices, guides and handbooks” “Modeled business processes” “Simple and successful business examples”“Examples of real cases in a easy / simple language” “Reference models applied to real cases” “Business models: strategy, KPIs, processes, ICTs” “First of all, minimal information sharing” “Business processes, because collaboration impact the way of working… then tools”“Show new business models and simulate results by designing new business processes”“Interviews with happy collaboration customers” “Models that are directly applicable to real life scenarios” “Reference models, Business models, Business processes”“We should communicate that independently of particular models or processes… collaboration leads to important results such as business increasing, cost reductions, new partnerships” some post-it ideas...
    • copyright 2009 Question 3 Next Generation Collaborative Networked Organizations Special Panel Session What type of mechanisms we should use to communicate the collaboration message? (business cases, workshops, conferences, etc.) “Regional workshops organized by professional associations” “Workshops and Websites”“Business cases and workshops: It is fundamental to be close and to feel interaction with the businessmen” “Case studies and demonstration deliverables” “Via workshops and industrial associations” “Business cases based on workshops centered in an specific area” “Big local and national events” “More focused meetings with companies, CEOs and managers”“Business cases, consulting, personal relations.. Focus on clarity”“Business cases - successful and non-successful” “Face-to-face meetings and online discussion” some post-it ideas...
    • copyright 2009 Panel Conclusions Next Generation Collaborative Networked Organizations Special Panel Session• The audience of this panel, composed by “academics” and “practitioners”, have reached to some common agreements to support the Next Generation Collaborative Networked Organizations: – The strong need to consolidate “Collaborative Networks” as a recognized scientific discipline by the academic and industry worlds. – The necessity to move from theoretical concepts, models, methodologies and prototypes into real business ideas, models, best practices and ready-to-use collaborative tools. – The call for two different knowledge transfer languages, one oriented to the academic people and another one oriented to the business people. – The need for “Handbooks” to explain with real successful and non-successful cases how to create and manage successful Collaborative Networks in different domains and application environments. – The demand for a good balance between scientific conferences, industrial workshops and common forums to bring together researchers, consultants and businessmen in order to share a common vision about Collaborative Networks and their challenges. – The necessity to clearly identify, characterize, recognize and promote the benefits of “collaboration” as an important strategic business element for organizations’ competiveness and survivability in the near future.
    • copyright 2009Panel Acknowledgments Next Generation Collaborative Networked Organizations Special Panel Session Universidade Federal De Santa Catarina PRO-VE Program Chair: Prof. Luis M. Camarinha-Matos
    • copyright 2009 Panel Audience - Pictures Next Generation Collaborative Networked Organizations Special Panel SessionPanelists: Ricardo Rabelo (Virfebras Network), Arturo Molina (IECOS Network), Joseba Arana (Orona Network)
    • copyright 2009Panel Audience - Pictures Next Generation Collaborative Networked Organizations Special Panel Session Panelist: Michel Pouly (Swiss Microtech)
    • copyright 2009Panel Audience - Pictures Next Generation Collaborative Networked Organizations Special Panel SessionPanelist: Peter Bertok (Research, Teaching & Healthcare Networks)
    • copyright 2009Panel Audience - Pictures Next Generation Collaborative Networked Organizations Special Panel Session Panelist: Andrew Crossley (ServQ Network)
    • copyright 2009Panel Audience - Pictures Next Generation Collaborative Networked Organizations Special Panel Session Morning Audience
    • copyright 2009Panel Audience - Pictures Next Generation Collaborative Networked Organizations Special Panel Session Panelists with Afternoon Audience