The Tool for Orchestrating Value Networks (TOV) aims to help organizations achieve sustainable outcomes and stable relations with their partners and stakeholders in their value network. The guidelines and management approaches provide a structured analysis of relevant aspects that organisations need to prepare for when setting up sustainable collaboration, and the challenges they may face during the collaboration. They address negotiating a fair allocation of costs and benefits in the value network for sustainable innovation, and managing other types of value networks that go beyond traditional supply chains. The guidelines consist of a range of questions that help an organization to identify what issues they could encounter in the dynamic development process, and tips & tricks that indicate what practices or activities might be undertaken in the non-predictable collaboration.

3. Tools for Orchestrating Value
Chains for Sustainability in NPD
Karen Janssen, Kristina Lauche,
Vera Blazevic, Beant Dijkstra

4. Background on tool and value networks
Illustration of Stichting kiEMT
Interactive session with tool
Gathering key insights

5. Introduction
Dr. Ing Karen Janssen (karen.l.janssen@gmail.com)
Researcher & Developer @Radboud University and Stichting kiEMT
Prof. Dr. Kristina Lauche (k.lauche@fm.ru.nl)
Professor Organizational Design&Development @Radboud University
Dr. Vera Blazevic (v.blazevic@fm.ru.nl)
Assistant professor Marketing @Radboud University
Ing. Beant Dijkstra (dijkstra@greentechalliances.nl)
Senior consultant New Business & Innovation @Stichting kiEMT

6. Being sustainable…
• Explicitly address and simultaneous integration and
balancing between economic, social and environmental
aspects (Arevalo et al., 2011; Elkington et al., 2006; Valente, 2012)
• Collaborations with a broader range of stakeholders outside
the conventional supply chain, e.g. local communities,
government bodies, and NGOs (e.g. Bouman et al., 1997)
• Different dependencies, power and control relations and therefore need for
orchestration (Nambisan & Sawhney, 2011; Paquin & Howard-Grenville, 2013; Zollo et al., 2009)

7. Collaboration in a value network
• Sustainability can not be reached in isolation
• Organizations need to work together in a
value network
A set of relatively autonomous units that can be managed
independently but operate together in a framework of
common principles and agreements (Peppard & Rylander,
2006; Nambisan & Sawhney, 2011)
• Challenge to reach a “fair deal”
A fair distribution of investments and return on investments
among the organizations in the value network

8. Scope of our research
• Development of management approaches and guidelines
for orchestrating value networks
• Clarifying actions and activities to negotiate a ‘fair’
allocation of investments and return on investments
• Orchestrating practices: a set of ‘deliberate’ actions
undertaken by a network orchestrator as it seeks to
create value with and extract value from the network
and consist of directing, influencing and coordinating
(Dhanaraj and Parkhe, 2006)

9. Tool development
• 3 years research project @ Radboud University Nijmegen
– Subsidized by the Netherlands Enterprise agency Integrated Product Creation and Realization
– TOV: Tools for Orchestrating Value Networks for Sustainable Innovation
• with Advisory Committee of 7 companies

10. Tool for Orchestrating Value Networks
• To help organizations achieve sustainable outcomes and stable relations with their
partners and stakeholders in their value network
• Provide a structured analysis of relevant aspects that organizations need to prepare
for setting up sustainable collaboration and challenges
• Consist of a range of Questions and Tips & Tricks
• Presents illustrations on how organizations address the complexity with illustrations
from four strategic scenarios
– Financially dominated context
– System Approach
– Industry level partnership
– Public – Private partnership

11. Online version
TIPS & TRICKS
• Present a showcase to demonstrate best prac9ces, successes or failure ->
Read more
• Collect documenta9on for convincing other par9es -> Read more
• Give presenta9on to relevant par9es -> Read more
• Integrity check on confirma9on with audit trail by involving third par9es
• Use educa9ng programs to create a state of knowledge on sustainability
• SeGng targets that relate to sustainability goals or policy throughout the
organiza9on
• Make the targets opera9onal, demonstrate the linkage to day to day work,
translate into tasks, drivers on the specific role and responsibili9es on each
relevant organiza9onal level and monitor them
• Implement incen9ves that will support the sustainable ac9ons or goals
For organizations, it is important to be
aware of ongoing discussions and
upcoming trends and expectations in
the sector since those have
implications of doing business, in the
current market but also in the future.
Influences in the domain of
sustainability specifically can lead to
societal pressure on the organization..
Due to the interrelated society,
influences can rise from stakeholders
beyond the traditional supply chain,
like NGOs.
What are relevant, discussions, trends and expectations regarding sustainability in your sector?
Which of these can lead to societal pressure that has an impact on the organization?
Public-Private
partnership
Industry level
partnership
System
Approach
Financially
dominated
context
www.karenjanssen.eu/tool

12. Collabora/on with kiEMT
a triple-helix innova/on network
30 core par*cipants 70 par*cipants
130+ members (startups & small companies)
4 major subsidients

13. Public-private topsector program
'GreenTechAlliances'
VALORISATIE INNOVATIE INTER
NATIONALISERING
ENERGIETRANSITIE
GREENTECH
CIRCULAIRE ECONOMIE
PR PROMOTIE
EVENTS
HUMAN
CAPITAL
GREENTECH
(BIOBASED & EMT)
100
90
80
70
60
50
40
30
20
10
0
2000
1800
1600
1400
1200
1000
800
600
400
200
0
Nieuwebedrijven
Arbeidsplaatsen
2005 - 2008 2009- 2012 2013 – e.v.
Tijd

14. Posi/oning in the innova/on chain

15. Activities kiEMT related to circular economy
• Active support CE-entrepreneurs & initiatives in the trajectory ‘idea to company’
• Research project ‘Roundabout raw materials Eastern Netherlands’ in collaboration with: VNO-
NCW and Radboud Honours Academy
• Cluster network ‘CIRCLES’ (i.d.) in collaboration with: VNO-NCW, Stichting Circulaire
Economie, CleanTech Centre, Radboud Universiteit, TU Twente, HAN, Saxion, ROC Aventus,
CleanTech Regio Stedendriehoek, Kennispoort Zwolle, NMF, RegioNaal Centrum Circulaire
Economie en Rabobank
• Regional development project ‘Re-disign raw materials value chains’ on behave of Interface,
SolidPack & Auping, in partnership with: VNO-NCW
• Support and deploy project ‘Tool for Orchestrating Value chains’ in collaboration with lead-
partner Radboud University

16. Interactive session with the tool
• 4 groups
• Identify a sustainable challenge
• Go through the list of questions
=> Reflect on the use of the tool
=> Reflect on the value of the tool

18. Key insights
• Reflection on the use of the tool
– Group A
– Group B
– Group C
– Group D
• Reflection on the value of the tool
– Group A
– Group B
– Group C
– Group D

20. Next steps
• Valorisation project
• Benchmarking organizations
• Suggestions: ... ... ...
• Further research: ... ... ...
• ... ... ...