NET-CHALLENGE TRAINING Collaboration and Business Community Management Place, date NAME OF PRESENTER Position
Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </...
Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </...
Executive Summary <ul><li>This presentation aims to support the training of facilitators and members of Business Communiti...
Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><ul><li>2.1. Base Concepts </li></ul></ul><ul>...
Background > Base Concepts <ul><li>A business NETWORK: </li></ul><ul><ul><li>is a set of autonomous entities (individuals,...
Background > Base Concepts (cont.) <ul><li>In networks a fundamental issue is the integration and harmonious adjustment of...
Background > Base Concepts (cont.) <ul><li>COLLABORATION  occurs when two or more organisations share the responsibility o...
Background > Network Topology <ul><li>A  Hierarchical Network  is characterized by the existence of one leading partner: <...
Background > Network Topology (cont.) <ul><li>In a  NON-HIERARCHICAL NETWORK   all partners have  the same status, i.e., n...
Background > Network Topology (cont.) <ul><li>In the scope of the Net-Challenge Methodology a  NON-HIERARCHICAL NETWORK   ...
<ul><li>Criteria:  value-system information </li></ul><ul><li>Vertical value networks   -  supplier, channel and customer ...
<ul><li>Criteria:  knowledge management challenges   </li></ul><ul><li>Traditional Supply Network  -  guarantee client sat...
Background > Network Typology (cont.) Source: Carneiro et al., 2006.
<ul><li>Elite circle   -  in which one organisation selects the participants, defines the problem, and chooses the solutio...
Background > Theoretical Approaches <ul><li>Strategic choice  -  by linking specialist organisations with complementary st...
Background > Favourable Conditions for Collaboration Human Resources - to have institutional experience of cooperation; - ...
Background > Potential Benefits or Motivation for Collaboration <ul><li>More business opportunities/sales </li></ul><ul><l...
Background > Potential Benefits or Motivation for Collaboration (cont.) <ul><li>Increase knowledge </li></ul><ul><li>Acces...
Background > Barriers to Collaboration <ul><li>Lack of appropriate infrastructures </li></ul><ul><li>Lack organizations wi...
Background > Enablers for Collaboration <ul><li>Create a trust climate </li></ul><ul><li>Identify organizations with the a...
Background > Enablers for Collaboration (cont.) <ul><li>Agreement and partner’s top management commitment </li></ul><ul><l...
Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </...
Net-Challenge Methodology Base Concepts <ul><li>BC – Business Community </li></ul><ul><ul><li>A Business Community (BC) is...
Net-Challenge Methodology Base Concepts (cont.) <ul><li>Community Facilitator </li></ul><ul><ul><li>This is someone with t...
Net-Challenge Methodology Base Concepts (cont.) <ul><li>Community Member  </li></ul><ul><ul><li>Organization that particip...
Net-Challenge Methodology Base Concepts (cont.) <ul><li>VO Broker </li></ul><ul><ul><li>Is the organization that identifie...
Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </...
BUILD > Motivation <ul><li>Crucial enabler for collaboration </li></ul><ul><li>Gain power on the market </li></ul><ul><li>...
BUILD > BUILD Module High level structure
BUILD >  Create BC - Define the Business Community’s Strategy Define Strategy Identify KSF Evaluate and Decide Position Co...
BUILD >  Create BC – Define Business Community’s Business Model <ul><li>The Business Model depicts the logic of how the Bu...
BUILD >  Create BC - Define the Business Community’s Governance Model <ul><li>Governing bodies: e.g.,  General Assembly, M...
BUILD > Create BC - Define the Business Community’s Governance Model (cont.)
BUILD > Create BC - Create the Business Community <ul><li>If a legal entity like an association is selected, such legal en...
BUILD > Create BC - Create the Business Community (cont.)
BUILD >  Operate BC - Promote Networking and Trust Between Business Community Members <ul><li>Promote meetings and other e...
BUILD > Operate BC - Promote Networking and Trust Between Business Community Members (cont.)
BUILD >  Operate BC – Knowledge Management <ul><li>Gather opinions and experiences </li></ul><ul><li>Promote information s...
BUILD >  Operate BC – Assess Collaboration Maturity <ul><li>Model of Thompson (2008) </li></ul><ul><li>Capability Maturity...
BUILD >  Operate BC - Manage Business Community
BUILD >  Operate BC - Manage Membership
BUILD >  Operate BC - Manage Membership (cont.)
BUILD > Operate BC - Manage Membership (cont.) I’m not sure if this interface is related to the Manage Membership
BUILD >  Operate BC - Manage Capacity
BUILD >  Operate BC – Prepare Organisations to Respond to Events
BUILD >  Operate BC - Performance Management
BUILD >  Operate BC - Performance Management (cont.)
BUILD >  Operate BC – Business Community Evolution <ul><li>During operation the BC members may decide to implement small c...
BUILD > Metamorphose Business Community <ul><li>Revise strategy </li></ul><ul><li>Revise Business Community’s business mod...
BUILD > Dissolve Business Community <ul><li>Dissolve shared assets. </li></ul><ul><li>Knowledge inheritance. </li></ul><ul...
Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </...
Knowledge Consolidation Questions <ul><li>After reading this training material you should be able to answer the following ...
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  • Net challenge training_material_bc_management_v010

    1. 1. NET-CHALLENGE TRAINING Collaboration and Business Community Management Place, date NAME OF PRESENTER Position
    2. 2. Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </li></ul><ul><li>Net-Challenge Business Community Management (BUILD) </li></ul><ul><li>Knowledge Consolidation Questions </li></ul>
    3. 3. Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </li></ul><ul><li>Net-Challenge Business Community Management (BUILD) </li></ul><ul><li>Knowledge Consolidation Questions </li></ul>
    4. 4. Executive Summary <ul><li>This presentation aims to support the training of facilitators and members of Business Communities </li></ul><ul><li>The presentation is based on the Net-Challenge project Methodology and Reference Collaboration Processes </li></ul><ul><li>The presentation is structured the following main topics: </li></ul><ul><ul><li>Introduction to collaborative business networks </li></ul></ul><ul><ul><li>Net-Challenge Methodology concept </li></ul></ul><ul><ul><li>Detailed presentation of each module of the Methodology </li></ul></ul><ul><ul><li>Consolidation questions </li></ul></ul>
    5. 5. Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><ul><li>2.1. Base Concepts </li></ul></ul><ul><ul><li>2.2. Network Topology </li></ul></ul><ul><ul><li>2.3. Network Typology </li></ul></ul><ul><ul><li>2.4. Collaboration Modes </li></ul></ul><ul><ul><li>2.5. Theoretical Approaches </li></ul></ul><ul><ul><li>2.6. Favourable Conditions for Collaboration </li></ul></ul><ul><ul><li>2.7. Potential Benefits or Motivation for Collaboration </li></ul></ul><ul><ul><li>2.8. Barriers to Collaboration </li></ul></ul><ul><ul><li>2.9. Enablers for Collaboration </li></ul></ul><ul><li>Net-Challenge Methodology Base Concepts </li></ul><ul><li>Net-Challenge Business Community Management (BUILD) </li></ul><ul><li>Knowledge Consolidation Questions </li></ul>
    6. 6. Background > Base Concepts <ul><li>A business NETWORK: </li></ul><ul><ul><li>is a set of autonomous entities (individuals, business and other organizations such as government and non-profit agencies) that establish formal and informal linkages to develop goods or services based on implicit and open-ended contracts, using their combined talents and resources </li></ul></ul><ul><li>These relationships allow network members to solve common problems, achieve collective efficiency and conquer new markets beyond their individual reach </li></ul>
    7. 7. Background > Base Concepts (cont.) <ul><li>In networks a fundamental issue is the integration and harmonious adjustment of individual work efforts, towards the accomplishment of a larger goal - this is COORDINATION </li></ul><ul><li>COOPERATION involves information exchange, adjustments of activities and sharing resources for achieving compatible goals </li></ul><ul><ul><li>[in this process it is necessary that the network members have mutual trust, the right division of work, and possibly that adopt the same work methods] </li></ul></ul>
    8. 8. Background > Base Concepts (cont.) <ul><li>COLLABORATION occurs when two or more organisations share the responsibility of exchanging common planning, management, execution, and performance measurement information, in order to achieve a common goal </li></ul><ul><ul><li>[it assumes sharing resources, responsibilities and real time, detailed, free of errors information] </li></ul></ul><ul><ul><li>[normally includes joint work and use of IT tools] </li></ul></ul><ul><li>When more than two SME partners share critical knowledge, resources and/or financial assets in order to attain, sustain or improve the organisations’ future competitive positions, by long-term co-operative agreements, we have a SME Strategic Network </li></ul>
    9. 9. Background > Network Topology <ul><li>A Hierarchical Network is characterized by the existence of one leading partner: </li></ul><ul><ul><li>that controls the network and settles the operational rules </li></ul></ul><ul><ul><li>that is directly linked to some other partners at a first level of a possibly complex hierarchy </li></ul></ul>
    10. 10. Background > Network Topology (cont.) <ul><li>In a NON-HIERARCHICAL NETWORK all partners have the same status, i.e., no one has a special position or leads the network - therefore, all decisions affecting the partnership are mutually agreed on </li></ul><ul><li>One partner may assume the coordination responsibilities, but has no dominant status over the other partners </li></ul>
    11. 11. Background > Network Topology (cont.) <ul><li>In the scope of the Net-Challenge Methodology a NON-HIERARCHICAL NETWORK is essentially characterized by: </li></ul><ul><ul><li>high collaboration level in decision making between the members of the network </li></ul></ul><ul><ul><li>SMEs participate in decision making, thus avoiding getting their margins squeezed by large organisations or traditional supply chains </li></ul></ul>
    12. 12. <ul><li>Criteria: value-system information </li></ul><ul><li>Vertical value networks - supplier, channel and customer nets, and vertically integrated value systems </li></ul><ul><li>Horizontal value networks - covering several modes: </li></ul><ul><ul><li>competition alliances </li></ul></ul><ul><ul><li>resource/capability access alliances </li></ul></ul><ul><ul><li>resource and capability development alliances </li></ul></ul><ul><ul><li>market and channel access/cooperation alliances </li></ul></ul><ul><ul><li>‘‘ networking forums’’ (organisation or institutionally driven). </li></ul></ul><ul><li>Multidimensional value networks - ‘‘core or hollow organizations,’’ complex business and new value-system networks </li></ul><ul><li>Source: Möller et al., 2005. </li></ul>Background > Network Typology
    13. 13. <ul><li>Criteria: knowledge management challenges </li></ul><ul><li>Traditional Supply Network - guarantee client satisfaction and operational effectiveness; increasing specialization of each partner’s knowledge base. </li></ul><ul><li>Enhancing Network - sharing the common vision and management views. </li></ul><ul><li>Innovation Network - focus on future business opportunities and changes in the environment; broadening of the knowledge base of each partner. </li></ul><ul><li>Source: Valkokari et al., 2007. </li></ul>Background > Network Typology (cont.)
    14. 14. Background > Network Typology (cont.) Source: Carneiro et al., 2006.
    15. 15. <ul><li>Elite circle - in which one organisation selects the participants, defines the problem, and chooses the solutions </li></ul><ul><li>Innovation mall - where one organisation posts a problem, anyone can propose solutions, and that organisation chooses the best solutions </li></ul><ul><li>Innovation community - where anybody can propose problems, offer solutions, and decide which solutions to use </li></ul><ul><li>Consortium - operates like a private club, with participants jointly selecting problems, deciding how to conduct work, and choosing solutions </li></ul><ul><li>Source: Pisano et al., 2008. </li></ul>Background > Collaboration Modes
    16. 16. Background > Theoretical Approaches <ul><li>Strategic choice - by linking specialist organisations with complementary strategies and capabilities, each major competitor in an industry can create its own supply chain. Overall, industry performance improves as each supply chain becomes more efficient </li></ul><ul><li>Resource-based view - by incorporating the ideas and expertise of their supply chain partners, lead organisations can direct the network towards innovation as well as cost reduction. Overall, the industry can be innovative as well as efficient </li></ul><ul><li>Knowledge management - in the future, groups of organisations in complementary markets will form collaborative networks in which knowledge is created and shared for business purposes. These multi-organisation networks will be able to pursue continuous innovation strategies and will grow across as well as within industries </li></ul>
    17. 17. Background > Favourable Conditions for Collaboration Human Resources - to have institutional experience of cooperation; - to share common values; - to have exchanged experiences; - be willing to share competencies; - to mobilize employees with the adequate competencies. Finances - to pay a member’s entry fee; - to pay a membership fee; - to invest in common network resources (not ICT); - to participate in the network organization; - to be financially healthy. Social Relations - to have a common history; - to have trust in the network partners; - to be geographically close to the majority of the network elements; - to accept and promote a clear leader in the network; - to maintain its image and individuality in the market; - not to have a significant overlap of competencies in relation to the other members; - to define criteria for the selection of members. Technological Platforms - to use own applications and platforms to manage its participation in the network; - to use common applications and platforms to manage its participation; - to share equipments; - to share facilities. Organisation and Management - to have well defined and quantified goals; - to formalize cooperation contracts; - to formalize cooperation procedures; - to unify cooperation processes; - to adopt change management practices; - to adopt external audit practices sponsored by the network.
    18. 18. Background > Potential Benefits or Motivation for Collaboration <ul><li>More business opportunities/sales </li></ul><ul><li>Reduction of risk </li></ul><ul><li>Reduction of investment needs </li></ul><ul><li>Reduction of costs/obtaining economies of scale and scope </li></ul><ul><li>Reduce lead time/responsiveness </li></ul><ul><li>Increase profitability/margin </li></ul><ul><li>Increase size/bargain power </li></ul>
    19. 19. Background > Potential Benefits or Motivation for Collaboration (cont.) <ul><li>Increase knowledge </li></ul><ul><li>Access to complementary capabilities/expertise </li></ul><ul><li>Access to supporting instruments </li></ul><ul><li>Use available capacity </li></ul><ul><li>Access to extra capacity </li></ul><ul><li>Increase reputation in the market </li></ul>
    20. 20. Background > Barriers to Collaboration <ul><li>Lack of appropriate infrastructures </li></ul><ul><li>Lack organizations with collaboration experience </li></ul><ul><li>Lack of organizations with appropriate ICT tools </li></ul><ul><li>Initial investment </li></ul><ul><li>Lack of formalization </li></ul><ul><li>Formalization excess </li></ul><ul><li>Distance between members (geographical, cultural, …) </li></ul>
    21. 21. Background > Enablers for Collaboration <ul><li>Create a trust climate </li></ul><ul><li>Identify organizations with the appropriate competences </li></ul><ul><li>Management of the change process </li></ul><ul><li>Management of the collaboration processes </li></ul><ul><li>Distribute opportunities between the network members </li></ul><ul><li>Identify a network leader </li></ul><ul><li>Motivation and customer orientation </li></ul>
    22. 22. Background > Enablers for Collaboration (cont.) <ul><li>Agreement and partner’s top management commitment </li></ul><ul><li>Communication </li></ul><ul><li>Leadership and problem solving instances </li></ul><ul><li>Methods and tools </li></ul><ul><li>Organisations’ culture and individual social skills </li></ul><ul><li>Balance of internal process development among partners </li></ul>
    23. 23. Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </li></ul><ul><li>Net-Challenge Business Community Management (BUILD) </li></ul><ul><li>Knowledge Consolidation Questions </li></ul>
    24. 24. Net-Challenge Methodology Base Concepts <ul><li>BC – Business Community </li></ul><ul><ul><li>A Business Community (BC) is a restricted group of organisations, mainly SMEs, where the networking, the trust and support infrastructures between its members is promoted, thus creating an environment where it is easy to create temporary Virtual Organisations (VO) to respond to specific market opportunities </li></ul></ul><ul><ul><li>These Business Communities may join organisations working in the same region, in the same industry, or organisations that build some kind of synergy </li></ul></ul><ul><ul><li>The number of participating organisations can be either large or small, depending on how they prefer to work </li></ul></ul><ul><ul><li>Normally, organisations apply for membership and a Facilitator evaluates the information they provide, before allowing them to enter the community. Community building strategies and ICT tools are used to activate, manage and develop these business communities </li></ul></ul>
    25. 25. Net-Challenge Methodology Base Concepts (cont.) <ul><li>Community Facilitator </li></ul><ul><ul><li>This is someone with the responsibility to animate and promote the networking in the Business Community and implement administrative tasks, including the support to the evaluation and admission of new members, based on a pre-established regulation. </li></ul></ul><ul><ul><li>The Facilitator assumes also the role of Network Coach. </li></ul></ul><ul><li>VO – Virtual Organization </li></ul><ul><ul><li>A Virtual Organization (VO) comprises a set of (legally) independent organizations that share resources and skills to respond to specific market opportunities, but that is not limited to a business alliance between those organisations. </li></ul></ul><ul><ul><li>It is a temporary organisational form that is created to respond to specific market opportunities and that is dissolved when the opportunity is satisfied. </li></ul></ul>
    26. 26. Net-Challenge Methodology Base Concepts (cont.) <ul><li>Community Member </li></ul><ul><ul><li>Organization that participates and is registered in a Business Community </li></ul></ul><ul><li>Group of qualified partners </li></ul><ul><ul><li>Community members may define Member Qualification processes defining technical qualification requirements necessary for specific operations or business lines. The group of Community Members Qualified following the defined Qualification process form a group of qualified partners. By this it is assured that these organizations meet defined requirements </li></ul></ul><ul><li>VO Partner </li></ul><ul><ul><li>Organization participating in a VO </li></ul></ul>
    27. 27. Net-Challenge Methodology Base Concepts (cont.) <ul><li>VO Broker </li></ul><ul><ul><li>Is the organization that identifies a Business Opportunity and is responsible for the formation of a VO. Normally is also responsible for coordinating the VO operation and dissolution </li></ul></ul><ul><li>Core partner </li></ul><ul><ul><li>Partners involved during early form-phase ready to share risk and revenue </li></ul></ul><ul><li>Potential partner </li></ul><ul><ul><li>Partners involved later e.g. using open bidding to participate in the business opportunity </li></ul></ul><ul><li>Complex products: </li></ul><ul><ul><li>Large number of components and/or </li></ul></ul><ul><ul><li>Customized products </li></ul></ul>
    28. 28. Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </li></ul><ul><li>Net-Challenge Business Community Management (BUILD) </li></ul><ul><ul><li>4.1. Motivation </li></ul></ul><ul><ul><li>4.2. BUILD Module High Level Structure </li></ul></ul><ul><ul><li>4.3. Create Business Community - Define the Business Community’s Strategy </li></ul></ul><ul><ul><li>4.4. Create Business Community - Define the Business Community’s Business Model </li></ul></ul><ul><ul><li>4.5. Create Business Community - Define the Business Community’s Governance Model </li></ul></ul><ul><ul><li>4.6. Create Business Community - Create the Business Community </li></ul></ul><ul><ul><li>4.7. Operate Business Community - P romote Networking and Trust Between Business Community Members </li></ul></ul><ul><ul><li>4.8. Operate Business Community - Knowledge Management </li></ul></ul><ul><ul><li>4.9. Operate Business Community - Assess Collaboration Maturity </li></ul></ul><ul><ul><li>4.10. Operate Business Community - Manage Business Community </li></ul></ul><ul><ul><li>4.11. Operate Business Community - Manage Membership </li></ul></ul><ul><ul><li>4.12. Operate Business Community - Manage Capacity </li></ul></ul><ul><ul><li>4.13. Operate Business Community - Prepare Organisations to Respond to Events </li></ul></ul><ul><ul><li>4.14. Operate Business Community - Performance Management </li></ul></ul><ul><ul><li>4.15. Operate Business Community - Business Community Evolution </li></ul></ul><ul><ul><li>4.16 Metamorphose Business Community </li></ul></ul><ul><ul><li>4.17 Dissolve Business Community </li></ul></ul><ul><li>Knowledge Consolidation Questions </li></ul>
    29. 29. BUILD > Motivation <ul><li>Crucial enabler for collaboration </li></ul><ul><li>Gain power on the market </li></ul><ul><li>Create competitive advantages in relation to larger organisations </li></ul><ul><li>Easy and fast creation of Virtual Organisations to respond to specific business opportunities </li></ul><ul><li>Supply more complete/integrated products, with more added value </li></ul>
    30. 30. BUILD > BUILD Module High level structure
    31. 31. BUILD > Create BC - Define the Business Community’s Strategy Define Strategy Identify KSF Evaluate and Decide Position Corporate Strategy (which domains) Business Strategy (navigate domain) Functional Strategy (support domains) Mission & Vision General Environment (PEST Analysis) Industry Environment (Porter’s Five Forces Model) SWOT Analysis Business Community Competencies
    32. 32. BUILD > Create BC – Define Business Community’s Business Model <ul><li>The Business Model depicts the logic of how the Business Community creates, delivers and captures value and its financial viability. Net-Challenge proposes to use as analysis framework: </li></ul>
    33. 33. BUILD > Create BC - Define the Business Community’s Governance Model <ul><li>Governing bodies: e.g., General Assembly, Management Board, Executive Committee, Fiscal Board </li></ul><ul><li>Actors in BC: Facilitator, members </li></ul><ul><li>Rights, roles and responsibilities for all actors in the BC </li></ul><ul><li>Other rules: criteria for membership acceptance, whether the community is open or closed, the general policy for the distribution of benefits and costs, contract guidelines, etc. </li></ul>
    34. 34. BUILD > Create BC - Define the Business Community’s Governance Model (cont.)
    35. 35. BUILD > Create BC - Create the Business Community <ul><li>If a legal entity like an association is selected, such legal entity has to be created </li></ul><ul><li>The IT support infrastructure (the community portal) is setup </li></ul><ul><li>Invite other organisations to join the Community </li></ul><ul><li>The community’s name and the mission value can be &quot;spread&quot; to the world, by the community portal and various marketing activities </li></ul>
    36. 36. BUILD > Create BC - Create the Business Community (cont.)
    37. 37. BUILD > Operate BC - Promote Networking and Trust Between Business Community Members <ul><li>Promote meetings and other events, to allow a better knowledge about the other members and strengthen the relationships between the persons belonging to each organisation </li></ul><ul><li>Build/update communication rules </li></ul><ul><li>Promote cross cultural knowledge </li></ul>
    38. 38. BUILD > Operate BC - Promote Networking and Trust Between Business Community Members (cont.)
    39. 39. BUILD > Operate BC – Knowledge Management <ul><li>Gather opinions and experiences </li></ul><ul><li>Promote information sharing </li></ul><ul><li>Manage Business Community ontology </li></ul>
    40. 40. BUILD > Operate BC – Assess Collaboration Maturity <ul><li>Model of Thompson (2008) </li></ul><ul><li>Capability Maturity Model Integration (CMMI) (Peters, Withalm et al., 2008) </li></ul><ul><li>CMMI approach of evaluation of collaboration (Fitterer & Rohner, 2010) </li></ul>
    41. 41. BUILD > Operate BC - Manage Business Community
    42. 42. BUILD > Operate BC - Manage Membership
    43. 43. BUILD > Operate BC - Manage Membership (cont.)
    44. 44. BUILD > Operate BC - Manage Membership (cont.) I’m not sure if this interface is related to the Manage Membership
    45. 45. BUILD > Operate BC - Manage Capacity
    46. 46. BUILD > Operate BC – Prepare Organisations to Respond to Events
    47. 47. BUILD > Operate BC - Performance Management
    48. 48. BUILD > Operate BC - Performance Management (cont.)
    49. 49. BUILD > Operate BC – Business Community Evolution <ul><li>During operation the BC members may decide to implement small changes in membership and daily operating principles </li></ul><ul><li>Aimed at improving the community performance </li></ul><ul><li>Can take place by adding new members, assessing and redefining member competencies and roles, discovering new competencies needed and/or adapting the management approaches </li></ul>
    50. 50. BUILD > Metamorphose Business Community <ul><li>Revise strategy </li></ul><ul><li>Revise Business Community’s business model and governance model </li></ul><ul><li>Redefine Net-Challenge Business Community infrastructure </li></ul><ul><li>Relaunch the Business Community </li></ul>
    51. 51. BUILD > Dissolve Business Community <ul><li>Dissolve shared assets. </li></ul><ul><li>Knowledge inheritance. </li></ul><ul><li>Close Business Community. </li></ul>
    52. 52. Agenda <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><li>Net-Challenge Methodology Base Concepts </li></ul><ul><li>Net-Challenge Business Community Management (BUILD) </li></ul><ul><li>Knowledge Consolidation Questions </li></ul>
    53. 53. Knowledge Consolidation Questions <ul><li>After reading this training material you should be able to answer the following questions: </li></ul><ul><ul><li>What are the potential benefits or motivation for collaboration? </li></ul></ul><ul><ul><li>What are the barriers to collaboration? </li></ul></ul><ul><ul><li>What are the enablers for collaboration? </li></ul></ul><ul><ul><li>What is a Business Community (BC)? </li></ul></ul><ul><ul><li>What is a Virtual Organisation (VO)? </li></ul></ul><ul><ul><li>What does the community Facilitator do? </li></ul></ul><ul><ul><li>What are the main phases of the Business Community lifecycle? </li></ul></ul><ul><ul><li>What are the main steps in the Create BC phase? </li></ul></ul><ul><ul><li>What are the main processes in the Operate BC phase? </li></ul></ul><ul><ul><li>What needs to be done in the Dissolve BC phase? </li></ul></ul>

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