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.
Internal presentation for the Enterprise 2.0 Observatory (October 2007). Topics: Enterprise 2.0, Open Innovation, Mobility, Crowdsourcing, Social Network, and more...
Internal presentation for the Enterprise 2.0 Observatory (October 2007). Topics: Enterprise 2.0, Open Innovation, Mobility, Crowdsourcing, Social Network, and more...
Open communities of innovation pioneers: the Musigen case studyGiuseppe Naccarato
We call innovation pioneers the experts in a scientific or technical domain in the early stages
of its development. Advances in information technologies allow networks of organizations
and individuals to exchange ideas and knowledge. Not differently from what has happened in
communities of consumers with the emergence of the so called prosumers, ICT can support
communities of innovation pioneers.
However, the role of IT in this domain has not been studied extensively in the management
literature. Understanding the dynamics of communities of innovation pioneers, instead, can
provide companies with precious knowledge on future breakthrough innovations.
This paper means to deepen our understanding of communities of innovation pioneers and the
role of IT in supporting them.
To achieve this goal, we investigate the case of Musigen, a new web platform with the
purpose to support knowledge sharing in the generative music field.
Getting an Inside Look: Given Imaging’s Camera Pilla
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons and military technology. One of Iddan’s projects was to develop the “eye” of a guided missile, which leads the missile to its target. In 1981, Iddan traveled to Boston on sabbatical to work for a company that produced X-ray tubes and ultrasonic probes. While there, he befriended a gastroenterologist (a physician who focuses on digestive diseases) named Eitan Scapa. During long conversations in which each would discuss his respective field, Scapa taught Iddan about the technologies used to
view the interior lining of the digestive system. Scapa pointed out that the existing technologies had a number of significant limitations, particularly with respect to viewing the small intestine.b The small intestine is the locale of a number of serious disorders. In the United States alone, approximately 19 million people suffer from disorders in the small intestine (including bleeding, Crohn’s disease, celiac disease, chronic diarrhea, irritable bowel syndrome, and small bowel cancer)
Getting an Inside Look: Given Imaging’s Camera Pilla
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons and military technology.
Research Orientation towards Do-it-Yourself Internet-of-Things Mass Creativit...trappenl
Presentation at Pervasive 2010 "Research Orientation towards Do-it-Yourself Internet-of-Things Mass Creativity Concepts" by Marc Roelands, Marc Godon, Mohamed Ali Feki, Laurence Claeys, Pascal Zontrop, Johan Criel, Koen De Voegt, Marjan Geerts, Lieven Trappeniers,
Helsinki, Finland, May 2010
Part of the Dow Jones' InfoPro Alliance Webcast Series.
Wiki on Folksonomies and Taxonomies in the Enterprise: http://dowjonesfolksonomy.pbwiki.com/
More information here:
http://factiva.com/infopro/index.asp Presented by: Daniela Barbosa, Business Development Manager, Synaptica
Summary:
Results from a recent roundtable event on Folksonomies & Taxonomies were shared as well other research work that had been done focused on the topic.
Topics discussed include:
• What is the business value of a taxonomy/folksonomy and how can you deploy a solution that will grow with the organization?
• What’s the impact of social networking tools on the enterprise?
• Which governance tools can or should be applied?
• How do you merge folksonomies and existing taxonomies – or should you?
• Some best practices and common obstacles
To listen to the Webcast please visit:
http://w.on24.com/r.htm?e=99053&s=1&k=EF5C5961965A85A5CF52C5B4053B44C7
(Internet Explorer recommended for viewing)
PRO-VE 10 - Special Panel Session on Next Generation Collaborative Networked ...David Romero
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.
PROVE 09 - Special Panel Session on Next Generation Collaborative Networked O...David Romero
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.
Open communities of innovation pioneers: the Musigen case studyGiuseppe Naccarato
We call innovation pioneers the experts in a scientific or technical domain in the early stages
of its development. Advances in information technologies allow networks of organizations
and individuals to exchange ideas and knowledge. Not differently from what has happened in
communities of consumers with the emergence of the so called prosumers, ICT can support
communities of innovation pioneers.
However, the role of IT in this domain has not been studied extensively in the management
literature. Understanding the dynamics of communities of innovation pioneers, instead, can
provide companies with precious knowledge on future breakthrough innovations.
This paper means to deepen our understanding of communities of innovation pioneers and the
role of IT in supporting them.
To achieve this goal, we investigate the case of Musigen, a new web platform with the
purpose to support knowledge sharing in the generative music field.
Getting an Inside Look: Given Imaging’s Camera Pilla
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons and military technology. One of Iddan’s projects was to develop the “eye” of a guided missile, which leads the missile to its target. In 1981, Iddan traveled to Boston on sabbatical to work for a company that produced X-ray tubes and ultrasonic probes. While there, he befriended a gastroenterologist (a physician who focuses on digestive diseases) named Eitan Scapa. During long conversations in which each would discuss his respective field, Scapa taught Iddan about the technologies used to
view the interior lining of the digestive system. Scapa pointed out that the existing technologies had a number of significant limitations, particularly with respect to viewing the small intestine.b The small intestine is the locale of a number of serious disorders. In the United States alone, approximately 19 million people suffer from disorders in the small intestine (including bleeding, Crohn’s disease, celiac disease, chronic diarrhea, irritable bowel syndrome, and small bowel cancer)
Getting an Inside Look: Given Imaging’s Camera Pilla
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons and military technology.
Research Orientation towards Do-it-Yourself Internet-of-Things Mass Creativit...trappenl
Presentation at Pervasive 2010 "Research Orientation towards Do-it-Yourself Internet-of-Things Mass Creativity Concepts" by Marc Roelands, Marc Godon, Mohamed Ali Feki, Laurence Claeys, Pascal Zontrop, Johan Criel, Koen De Voegt, Marjan Geerts, Lieven Trappeniers,
Helsinki, Finland, May 2010
Part of the Dow Jones' InfoPro Alliance Webcast Series.
Wiki on Folksonomies and Taxonomies in the Enterprise: http://dowjonesfolksonomy.pbwiki.com/
More information here:
http://factiva.com/infopro/index.asp Presented by: Daniela Barbosa, Business Development Manager, Synaptica
Summary:
Results from a recent roundtable event on Folksonomies & Taxonomies were shared as well other research work that had been done focused on the topic.
Topics discussed include:
• What is the business value of a taxonomy/folksonomy and how can you deploy a solution that will grow with the organization?
• What’s the impact of social networking tools on the enterprise?
• Which governance tools can or should be applied?
• How do you merge folksonomies and existing taxonomies – or should you?
• Some best practices and common obstacles
To listen to the Webcast please visit:
http://w.on24.com/r.htm?e=99053&s=1&k=EF5C5961965A85A5CF52C5B4053B44C7
(Internet Explorer recommended for viewing)
PRO-VE 10 - Special Panel Session on Next Generation Collaborative Networked ...David Romero
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.
PROVE 09 - Special Panel Session on Next Generation Collaborative Networked O...David Romero
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.
Astana, Kazakhstan Innovation Forum November 2012Ilkka Kakko
Scenarios of the options for innovation environment and science park development, innovative and structured networks (CNOs) highlighted as well as Oasis approach
Accelerate Trust Building to UInleash Innovation. Early results from the Innovation Ecosystems Network showing networks of executive women in technology-based businesses, investments into and out of China, and emerging globalization of Norwegian technology-based businesses in the information technology sector. Lecture by Martha Russell, of Media X at Stanford University.
“Knowledge Across Borders: Accelerate Building Trust to Unleash Innovation” - A presentation given by Dr. Martha Russell in Business Institute, Olso, Norway on October 7, 2010.
Global Redirective Practices: an online workshop for a clientSean Connolly
This slidedeck is an exhaustive report consisting of research in sociological literature, user research in focus groups, competitive analysis of similar tools, and, designing for a client with no money and no technical ability.
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PRO-VE 11 - Special Panel Session on Next Generation Collaborative Networked Organizations
1. copyright 2011
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
3rd Edition
SPECIAL PANEL SESSION ON
Towards the Next Generation Collaborative Networked Organizations:
International Challenges, Trends and Research Opportunities
“Value Co-creation & Co-Innovation Strategies in
Collaborative Networks: Emergence in different Industrial Domains”
Special Session Organizing Committee
David Romero (ITESM, Mexico City), Ricardo Rabelo (UFSC, Brazil), Alexandra Klen (Axia),
Leandro Loss (Axia), Arturo Molina (ITESM, Mexico City), Fabiano Baldo (UFSC, Brazil),
Universidade
CNOs
Federal
Case Studies
De Santa
SIG
Catarina
PRO-VE’11
São Paulo, Brazil , 17-19 October 2011
2. copyright 2011
Index
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Foreword
– David Romero, Panel Chair
• Aims and Scope
• Presentations:
– Panelist 1: FAGOR GROUP´s Innovation Network, Spain
• Luis Berasategi and Xabier Gorritxategi
– Panelist 2: Dynamic and Collaborative Business Networks in the Fashion Industry, Italy &
Portugal
• Ahm Shamsuzzohaa, Timo Kankaanpaaa, Luis Maia Carneiro, Ricardo Almeida, Andrea Chiodi, and
Rosanna Fornasiero
– Panelist 3: Griffith University School of Information and Communication Technology, Australia
• Ovidiu Noran
– Panelist 4: The Portuguese Via-verde Case Integrated Mobility Services, Portugal
• Luís Osório
– Panelist 5: Evaluation of Collaborative Networks: Case Study of Brazilian Virtual Enterprises,
Brazil
• Paulo Stecklow, Ralfh Varges Ansuattigui, Antonio José Caulliraux Pithon
– Panelist 6: VIRTUAL CITY ERP NETWORK: A common ICT platform for enhacging buiness
collaboration, Colombia
• Manuel Fajardo
– Panelist 7: Aprovale e Aprobelo, Brazil
• Rolando V. Vallejos, Kadígia Faccin, Janina Macke
• Discussion Questions
• Conclusions
• Acknowledgements
• Event Pictures
3. copyright 2011
Foreword
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Continuing the success of the 1st and 2nd Special Panel Session on “Next Generation
Collaborative Networked Organizations: International Challenges, Trends & Research
Opportunities”, as part of PRO-VE 2009 and PRO-VE 2010 - Working Conference on Virtual
Enterprises; this year for 3rd time in a roll, the special panel session took place as part of
PRO-VE 2011 edition, offering academics and industrials the opportunity to continue studying
current collaborative practices in emerging and established Collaborative Networked
Organizational forms in the market and society.
The case studies presented in this third e-book are intended to keep providing a set of real
practical examples of Collaborative Networks manifestations in different domains and
application environments, serving both the purpose of capitalizing on successful value
co-creation and co-innovation strategies as well as drawback approaches in order to help
network managers to improve their strategic planning and management towards more
effective and efficient processes to generate value and innovate in collaborative endeavors.
As the Collaborative Networks scientific discipline continues contributing with innovative
and competitive concepts, methods, models and tools to different research and business
practice communities to cope and respond to major challenges in times of economic
turbulence and rapid societal changes, documenting and disseminating how this large body
of empirical knowledge is being strategize (instantiated from theory to practice) by industrial
generals becomes a must to gather all possible contributions from successful and non-
successful strategies to develop better reference models and toolkits to support collaboration.
Main conclusions reached during this lively interactive forum appointed in the direction of keep
moving the experimentation beyond academic laboratories (theory) into living labs (practice)
to put into real test all collaborative theoretical innovations, and this e-book stands for a third
effort in this path after the publication of the first and second e-books in 2009 and 2010.
David Romero, Panel Chair
4. copyright 2011
Panel Aims and Scope
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• The panel session was organized with the intention of sharing not just successful
CNO case studies stories, but also non-successful ones, aiming to make
the most of their positive and drawback experiences and lessons learned
from a group of practitioners for the establishment and management of
the Next Generation Collaborative Networked Organizations.
• During the panel session, the audience and the panelists developed a better
understanding on the current issues on creating and managing collaborative
networks in different domains and applications environments, and together
crafted potential solutions to face these challenges based on all the participants’
knowledge and experience.
• The panel session covered different regional manifestations of collaborative
networks, introducing a number of successful and non-successful industrial
cases that have been studied from both theoretical and practical perspectives
in order to capitalize on best practices and common errors (experiences)
towards an enhanced collaborative networks strategic planning and operation
management.
5. copyright 2011
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
FAGOR GROUP´s
Innovation Network
Luis Berasategi: Innovation Researcher & Practitioner
lberasategi@ikerlan.es
IKERLAN S. Coop.
Xabier Gorritxategi: Innovation Director
xgorritxategi@fagorelectrodomesticos.com
FAGOR S. Coop.
PRO-VE’11
São Paulo, Brazil , 17-19 October 2011
6. copyright 2011
Panelist Short Biography
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
My professional background:
• Engineer … and frustrated musician.
• Since 2001, in IKERLAN´s Strategic Innovation.
My real job:
1. Make new friends with the innovation staff of the company.
2. Think up good questions that help my new friends to find
good answers.
3. ‘Know who knows’, contact them and introduce to my new
friends.
4. Organize happenings to meet all these people.
Our blog
• Blog: http://redesdeinnovacion.net/
8. copyright 2011
Introduction (1/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
FAGOR´s History
A cooperative group called Fagor
founded more than 55 years ago,
a true social innovation, and a revolution at the time.
ECONOMICAL BENEFIT + SOCIAL BENEFIT
FAGOR´S Mission
A European group, made up of people
committed
to offering innovative products
solutions
to improve the quality of life of
people in the Home
10. copyright 2011
Introduction (3/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Sector context:
• Lowering of retail prices
• Increase in prices of raw materials
• Concentration of the distribution
• Loss of negotiating power
• Appearance of Low Cost manufacturers
• Slow-down of Western European markets
• Manufacturers moving to Low Cost Countries
11. copyright 2011
Network Overview (1/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Billing
Business group
€ 10.459 million
made up of 210
companies 7th in the ranking in
Spain
Near 90.000
workers
12. copyright 2011
Network Overview (2/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Cooling, Hobs, Kitchens,
Front loading Top loading Front loading
Products Washing-machines, Washing-machines,
Washing-machines,
Dishwashers, Top loading
Home Tumble dryers,
Ovens, cookware, Washing-machines
Dishwashers,
solutions Comfort, Ovens,
Furniture Microwave ovens,
Extractor hoods
SP FR PL
Electronics, Electronics Gas
Thermodynamics, Design,
Knowledge Vibrations and noise, Interaction design
Mechanical Engineering,
Nutrition,
Technology Design, Interaction design,
Anthropology
13. copyright 2011
Network Overview (3/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
FAGOR
GROUP
Innovation
Network
14. copyright 2011
Network Creation (1/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
axis1: cross & axis2: efficient &
international open
our networked
collaborative
innovation
system
based on a practical axis3: Home appliances & axis4: multi-product, &
multi-technology
and open Home solutions multi-competence
methodology adapted
to our needs
15. copyright 2011
Network Creation (2/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
®TALAI-SAREA REFERENCE MODEL
INTERVENTIONS DIRECTORY
INNOVATION CNO ACTIVITY MODEL
INNOVATION CNO ACTOR MODEL
®TALAI-SAREA METHODOLOGY
16. copyright 2011
Network Creation (2/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
INNOVATION CNO ACTIVITY MODEL
THE ORCHESTATION OF INNOVATION CNO
THE STRATEGIC THE RESULTS
ORIENTATION THE INNOVATION FACTORY MEASUREMENT
THE COLLABORATION SPACE
THE DNA OF THE COLLABORATIVE INNOVATION
17. copyright 2011
Network Creation (2/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
INNOVATION CNO ACTOR MODEL
18. copyright 2011
Network Creation (2/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
INNOVATION CNO ACTOR MODEL
20. copyright 2011
Network Operation (1/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
VBE: INNOVATION MANAGEMENT
WHAT MUST WHO KNOWLEDGE AREAS
WE KNOW ? KNOWS?
KNOWLEDGE PARTNERSHIP
PVC
PVC: KNOWLEDGE AREAS INTELLIGENCE
RESEARCH & SIGNS
EXPLORE INTERPRET
BUSINESS OPPORTUNITIES
VT
VT: NEW CONCEPT IDEATION
IDEATE ASSESS &
CHOOSE IDEA CONCEPTS
PATENTS
VO
VO: PRODUCT INNOVATION
PROJECT CONTINUE/
DEVELOP HOLD/KILL
DECIDE PRODUCT CONCEPTS
PRODUCT PROTOTYPES
21. copyright 2011
Network Operation (2/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
INTRA Innovation Network Orchestration
FGkA: KA Coordination Meeting (each KA)
BGiC: BG Innovation Committee (each BG)
FGiF: Innovation Forum
FGiC: Innovation Committee IF IF
IF IF
22. copyright 2011
Network Operation (2/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
INTRA Innovation Network Orchestration
FGkA: KA Coordination Meeting (each KA)
BGiC: BG Innovation Committee (each BG)
FGiF: Innovation Forum
FGiC: Innovation Committee IF IF
INTER Innovation Network Orchestration
KIpB: Knowledge Intensive partners board
BGsP: Business Group strategic partnership
IF IF
23. copyright 2011
Network Operation (2/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
INTRA Innovation Network Orchestration
FGkA: KA Coordination Meeting (each KA)
BGiC: BG Innovation Committee (each BG)
FGiF: Innovation Forum
FGiC: Innovation Committee IF IF
INTER Innovation Network Orchestration
KIpB: Knowledge Intensive partners board
BGsP: Business Group strategic partnership
IF IF
PERSON OPEN channels Orchestration
LLmB: Living Lab management board
CAsN: Cooper-Activistas Social network
24. copyright 2011
Network Management (1/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Which main lessons have been learned as a CNO/VBE manager?
• The fundamentals of the strategy should be transparent to the members of
the CNO to leverage resources and intentions.
• An efficient and not excessively bureaucratized focus is needed when deploying
the Governance mechanisms, while bearing in mind that orchestration must be a
never-ending task throughout the existence of the CNO.
• To create and strengthen ties and relationships with agents outside the organization
avoid hiperconectivity and promote decentralization permitting “free-radicals”, people
that mistrust bureaucracy but believe in what they do, to act with independence.
• To manage very different cultures respecting openness and collaboration in
innovation within the CNO (among countries, among BGs, between BGs and KAs,
among partners, etc.) requires leadership.
25. copyright 2011
Network Management (2/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Which managerial best practices have been adopted along the CNO/VBE life?
• The project team, led by the Innovation Director with the support of a process
facilitator, which coordinates interventions for the deployment of the CNO. Also helps to
build a sense of partnership and cooperation, by fostering an atmosphere of trust
and collaboration amongst network actors in the various scenarios.
• The framework serves to bring order to all the networked activities and actors with
an integrated vision and permits us to share a common language amongst
partners.
interventions are small and rapid actions that have been launched early and
• The
continually throughout the life of the project. They are iterative and incremental with
the emphasis on laying the foundations of the Innovation CNO operation.
• The development of managerial tools has enhance efficiency as:
1) the innovation roadmap; and 2) the innovation portfolio
26. copyright 2011
Network Management (3/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
What problems are you facing in the administration of your CNO/VBE?
Solutions orientation requires new knowledge & new actors
Intra-entrepreneurs supported by general manager
New resources allocation
Empowerment of “Free radicals” inside/outside the organization
Business Model innovation
Non linear process and non tangible assets
Common language setting and use
Innovation activities and actors recognition and integration
All produced assets in the innovation portfolio
Networked Innovation scorecard (to improve)
High complexity of the network:
Network of network design and maintenance (to improve)
Templates and ways of doing kept under the same format to enhance efficiency.
Logic and flexibility focus
IP management with partners
Clear and shared IP strategies definition (on going)
Lawyers intervention
27. copyright 2011
Network Management (4/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
What problems are you envisaging in the administration of your CNO/VBE?
• What happens if the leader goes? How to maintain necessary skills in the CNO?
Comprehensive set of skills. How to implement OI. Mortara et al, 2009
28. copyright 2011
Conclusions
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Where it is headed the FAGOR GROUP´s Innovation Network in the future?
• Sustenance:
• of non-stop orchestration activities oriented to effectiveness and results.
• Enhancement:
• of buy-in of the general framework from the intra-organizational network.
• of trust amongst all agents from the inter-organizational network.
• Transformation:
• from a product oriented organization to a solution oriented organization.
• from a firm-centric organization to a person-centric organization.
29. copyright 2011
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Dynamic and Collaborative Business
Networks in the Fashion Industry
Ahm Shamsuzzohaa, Timo Kankaanpaaa, *Luis Maia Carneiro,
Ricardo Almeida, Andrea Chiodi, Rosanna Fornasiero
luis.carneiro@inescporto.pt
University of Vaasa, Finland; INESC Porto, Portugal;
Synesis Consortium, Italy; CNR-ITIA, Italy
PRO-VE’11
São Paulo, Brazil , 17-19 October 2011
30. copyright 2011
Agenda
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Business Case 1: Textile and Apparel
• Business Case 2:Footwear
• The Net-Challenge Framework
• Conclusions
31. copyright 2011
Business Case 1:
Textile and Apparel Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Network members (initial situation):
32. copyright 2011
Business Case 1:
Textile and Apparel Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Context
- This business is related with the production of uniforms
that are made of three pieces of clothing.
• Members of the Business Community (12 members):
Garment
Fabric Dying Components Manufacturing Logistics
design
(Riopele) (1) (3) (3) (3)
(RFS)
• Concept and production
- Engineer-to-Order
- Objectives
- To produce thousands of pieces;
- To respect functional and technical aspects;
- To get good prices and the best delivery dates.
33. copyright 2011
Business Case 1:
Textile and Apparel Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Relations between members:
– Customer supplier in the begining, evolving to higher levels of
collaboration.
• Governance model:
– Riopele is assuming the coordination of the Business
Community and its operating costs.
• New members:
– New members are carefully selected to join the community.
– Members have to be qualified before they can be selected for
critical operations. Qualification information can be shared.
34. copyright 2011
Business Case 1:
Textile and Apparel Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Form Phase
Goal:
• To create a quotation for a Business Opportunity;
• One VO is created for each Business Opportunity.
Actions:
To define main activities and its dependencies;
Collaborative planning assumes a critical role;
To establish the characteristics for each activity:
– Starting date and finish date;
– Partial deliveries;
– Responsible partner;
– Price.
Critical Partners:
Fabric Partner, Printing Partner (Dying), Manufacturer.
35. copyright 2011
Business Case 1:
Textile and Apparel Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Adopted methods and tools
(from the Net-Challenge Share ideas
framework) Performance
management
Share
documents
and technical
files
Monitoring & Exchange
Event user to user
management messages
NetX-
TechFashion
Promote
Collaborative
forums and
planning
blogs
Classify and
Organize
organize
physical
major
partners Publish meetings
and
promote
the
business
36. copyright 2011
Business Case 1:
Textile and Apparel Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Performance Management
Key Success Factors:
• Lead Time;
• Response time to quotations;
• On-time delivery;
• Cost;
• Quality.
Key Performance Indicators:
• Percentage of on-time deliveries;
• Lead time;
• Response time (time needed to produce a customer quotation in response to
a request for quotation);
• Quantity promised;
• Quality (in the material, in the final product);
• Percentage of rejections.
37. copyright 2011
Business Case 2: Footwear
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Today the footwear market requires more and more high
value products where aesthetic and functional features
need to be merged together.
• Production of high value added shoes in terms of comfort,
healthy and sustainability requires skilled and experienced
actors to be involved along the whole value chain.
• Need of flexible networks to answer to many small orders
–lot 1.
• Footwear production is very much modularized and SMEs
are collaborating and adapting production to the needs.
38. copyright 2011
Business Case 2: Footwear
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Synesis can offer to its customers a full support over the complete life
cycle of footwear, starting from conception to production and distribution.
Focus is on global market for customized products:
• Product customization is based not only on style but also on structure of
the product.
• Special attention is given to customization aspect that strongly depends on
morphological differences, e.g. body measures and proportions.
Specific target groups are: fashion shoes, healthy and personalized
shoes.
Italian Converter is a fabric provider which can be both:
• Supplier of Synesis - when Synesis has to produce a shoe collection in
ETO scenario for a customer.
• Customer of Synesis - when Italian Converter has to test some
fabric to see its applicability in the footwear sector.
39. copyright 2011
Business Case 2: Footwear
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
The companies of the business case in the overall scenario...
FOOTWEAR PRODUCERS,
STYLISTS LAST MAKERS
MATERIAL SUPPLIERS LAST
EXTERNAL DESIGNERS MAKERS CAD-CAM SUPPLIERS
Italian Converter FACTORY
LEATHER CAD/CAM/CAE
DESIGN
SUPPLIERS
(TANNERIES)
LASTING &
INJECTION
CUTTING MOULDING MANUFACTURING
SYNTHETIC
MATERIAL
SUPPLIERS STITCHING FINISHING
&
SOLE, INSOLE, PACKAGING PACKAGING
ACCESSORIES SUPPLIERS COMPONENT INTEGRATED PRODUCER
MANUFACTURERS DISTRIBUTION
Synesis NETWORK
MACHINE TOOL BUIDERS
EXTENDED ENTERPRISE
ERP, PDM SUPPLIERS
REGISTERED CONSUMERS
CUSTOMERS
40. copyright 2011
Business Case 2: Footwear
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Needs of the companies:
• Objectives
– Sharing information and data on product and components both
during design and production.
– Increase speed in comunication among different partners
producing different components.
– Increase flexibility during operations to answer quickly to customer
requests.
• New members in VO are invited to the BC by members already in
the community.
• Performance management of partners to be monitored.
41. copyright 2011
Business Case 2: Footwear
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Screenshot of the Product Concept Module:
General info on the product
Detailed info on components
42. copyright 2011
Business Case 2: Footwear
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
ETO scenario – Form VO – description of components:
43. copyright 2011
Business Case 2: Footwear
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
ETO scenario – Operate VO – Deploy order during
manufacturing process:
44. copyright 2011
Business Case 2: Footwear
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
CTO -Make a product variant:
• Making a customized product
variant basically depends on
the need of specific customer
requirement.
• Customer can configured
a variant through selecting
component/feature from
the basic platform. In making
a product variant, VO broker
calculate the price and lead
time and send the quotation
to the customer.
45. copyright 2011
Business Case 2: Footwear
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Benefits:
– Shorter response times.
– Flexibility.
– Easy access to information from different user.
– Shared environment where to find.
– Synesis, in its role of “innovation supporter” for SMEs could.
help them to use such a platform.
• Barriers/difficulties:
– Low IT background in SMEs.
47. copyright 2011
Focus in the Development of
Methods and Tools Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Complex products:
– Large number of components and/or
– Customized products.
• Non-hierarchical networks:
– No single organization dictating or defining the rules.
– Collaborative decision making.
– Where SMEs can avoid getting their margins squeezed by large
companies in traditional supply chains.
• Examples of non-hierarchical networks:
– Business Communities that are not controlled by a large company.
– Virtual Organizations where several organizations share the risk
and the decision making process.
– Different organizations coordinate different VOs (projects).
48. copyright 2011
NET-CHALLENGE: ICT Platform
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Product Monitoring
Partner Concept Collaborative and
Search & Planning Event Product
Management
Performance
BOM Management Platform
& CTO
VO Formation and Operations Management
Business Community Management
49. copyright 2011
Community management and
Collaborative planning Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
52. copyright 2011
Conclusions and
Future Developments Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Business Communities were promoted to allow SMEs to Form VOs
to respond to market opportunities and avoid the dominance of large
companies.
• The ICT tools allow the quick and easy creation and operation of such
VOs.
• Specific scenarios for ETO and CTO were developed for complex
products design and manufacturing.
• A product configurator was used to facilitate the configuration and
customization of products.
• In the analysed cases the qualification of the claimed capabilities
by community members or independent entities was considered
an important factor.
53. copyright 2011
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Griffith University
School of Information and
Communication Technology
Ovidiu Noran
O.Noran@griffith.edu.au
Griffith University
Brisbane, QLD Australia
PRO-VE’11
São Paulo, Brazil , 17-19 October 2011
54. copyright 2011
Panelist Short Biography
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Dr. Ovidiu Noran is a lecturer at Griffith University (IT, Enterprise Architecture).
• He is a Structural and Civil Engineer, Master of Info & Com Technology and
has a PhD in Enterprise Architecture.
• 10 years commercial experience in building and IT consultancy.
• 7 years teaching / research in IS / IT / Enterprise Architecture.
• Author of several book / chapter / journal / conference publications on CNOs.
• Member in program committees, professional associations, standardization
committees.
• Interested in developing methods to create specific methods for the creation
and operation of CNOs and their VOs in various areas: manufacturing,
environment, disaster management, etc.
• Other areas of interest: service oriented architectures and interoperability,
knowledge management, serious games application to Enterprise Architecture.
55. copyright 2011
Introduction
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
This case study presents the application of Collaborative Network (CN)
and Virtual Organisation (VO) concepts in the tertiary education sector.
Although the scenario presented does not fit completely in the current
definitions of these concepts, adopting CN and VO concepts has
significantly benefitted the project.
Contents:
• Network Overview
• Network (and VO) Creation
• Network (and VO) Operation
• Network (and VO) Management
• Conclusions
56. copyright 2011
Network Overview
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Griffith University comprises several schools located at different
geographical locations. The School of Information and Communication
Technology (ICT) within Griffith University comprises three members
(previously within a Faculty of IT, now dissolved) situated in three
locations. Griffith University schools act as a Collaborative Network that
is able to create Virtual Schools such as the School of ICT.
Uni (CN)
ICT VS H I
B E
D A Loc4
Loc2 F G
C
Loc1
Loc3
57. copyright 2011
Network Creation (1/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Collaborative Network Creation Reasons
• To meet changing conditions, there was a need to create preparedness
within the Faculty and University to offer multidisciplinary / combined
programs.
• This should happen promptly when an opportunity is present.
• The organisation (‘school’) offering the programs should look like a
single unit from outside (single point of contact, public image, etc.).
CONCLUSION: There was a need to create a structure similar to
a Collaborative Network creating Virtual Organisations with various
life durations to meet opportunities in tertiary education.
58. copyright 2011
Network Creation (2/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
ICT Virtual School Creation Reasons
Pre-Virtual School situation: three organisations with similar profile and
under same Faculty and the University ‘umbrella’, however:
• products (programs, courses) with the same name having different structures,
e.g. ‘Bachelor of Information Technology’ containing different courses and
courses with same name but different structure.
• different organisational structure – inter-operation problems.
• different funding approach by the University – frictions between schools.
• different approach to clients (student intake) – different performance.
• competition rather than cooperation (e.g. rejecting students when full rather
than sending to the other two schools!).
59. copyright 2011
Network Creation (3/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Collaborative Network / Virtual School Creation Process
• Insufficient previous experience available within the Faculty or
University.
• Initially driven from above (Pro Vice Chancellor) and via Human
Resources / ad-hoc.
• Subsequently Working Party and Implementation Committee /
subcommittees created.
• Initial lack of trust by schools’ staff fuelled by improper consultation.
• Lack of a roadmap / method obvious in initial meetings.
60. copyright 2011
Network Creation (4/4)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Collaborative Network / Virtual School Creation Process
• Subsequently an Enterprise Architecture advisor provided a three-
stage method creating a specific activity set for the project at hand:
– Elicit important concepts / entities.
– Create models detailing the interactions between these.
– ‘Tell the life story’ of the project and product (CN and VOs) = create
activity models showing ‘what to do next’ (always the biggest problem).
• CN and a VO were created using the models (albeit lack of model
detail triggered teething problems).
• CN formed directly by schools within University (Faculty
subsequently dissolved for different reasons).
61. copyright 2011
Network Operation (1/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Collaborative Network Operation – Specific Aspects
• The schools typically have less autonomy than enterprises on
whether to join or leave the collaborative network. However,
it is their decision on partner selection and product creation.
• When an opportunity is identified (e.g. market for programs / degree
requiring multidisciplinary knowledge), relevant schools get together
and design (curriculums of) the product(s) required.
• The options available are 1) offer product(s) under an existing school
name (lead partner) or 2) create a ‘virtual school’ offering it.
• Whichever option is selected, the resources belong to
the participants, local management structures do not change
and participation duration is linked to the products’ life cycles.
Hence, VO principles are observed to a large extent.
62. copyright 2011
Network Operation (2/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Virtual School Operation - Specific Aspects
• An additional management layer is added to the existing participant
schools management – typically a Head of (Virtual) School and a
(Virtual) School Committee (plus other committees only if necessary).
• While not operating under own names during the Virtual School, after
its dissolution the participant schools are able to promptly resume
operation under initial conditions.
• Participant schools also offer ‘local flavours’ of products – e.g.
specialisations in Virtual School programs available only locally.
63. copyright 2011
Network Management (1/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Lessons Learned (from problems encountered):
During CN / VO creation:
• Network and Virtual Organisation creation and operation require a
method understood and agreed upon by all stakeholders.
• The models created for this purpose must be detailed
to the necessary level.
• Especially the human aspects – roles, duties, etc. must be clarified in
advance to avoid chaos on VO operation start.
• Thus, proper time and resources must be allowed for
the Collaborative Network creation and for building preparedness
for prompt VO creation.
64. copyright 2011
Network Management (2/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Lessons Learned (from problems encountered):
During CN / VO operation:
• Conflict management must be addressed during CN/VO creation,
not operation.
• Trust must be gained between participants within the CN in advance.
Human processes cannot be successfully rushed.
• Infrastructure (high speed link, teleconferencing) help but cannot
always substitute face to face interaction – especially the top layer
(for VO) management must travel and spend time in all participants’
locations.
• Enforcing product consistency at the lowest detail is not feasible
here.
65. copyright 2011
Network Management (3/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Some current and future problems and challenges:
• Interventionist style of top layer management, sometimes required
to get things moving or reach agreement - resulting in conflicting
perceptions of staff about its role, authority, etc.
• Reduced, but still significant effort required to maintain consistency
in the products offered by and resources allocated to participants.
• Continuing low level of financial independence / discretionary funds
of the network and VO from the University (contrary to plans and
expectations).
• Change of high-level policies at University level following legislative
changes due in 2012 in Australia (changes in CN / VO membership).
66. copyright 2011
Conclusions
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Although perhaps not perfectly fitting the typical descriptions,
adopting CN and VO paradigms in this tertiary education project has
helped significantly as the wealth of experience in this domain could
be put to good use. Thus, among others:
• it has given a sense of direction and brought structure to the project.
• the potential problems were identified in advance, most were solved.
• solutions / scenarios were able to be built based on previous
CN / VO case studies.
From our point of view, the CNO and VO concepts and experience can
be used and benefit projects in situations that do not always seem
to completely match the current definitions provided.
67. copyright 2011
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
The Portuguese Via-verde Case
Integrated Mobility Services
ISEL
Luís Osório
aosorio@deetc.isel.ipl.pt
ISEL/GIATSI
PRO-VE’11
São Paulo, Brazil , 17-19 October 2011
68. copyright 2011
History Sketch
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• The Via-verde company was created in 1985
to manage highways and bridges toll payment.
• It was a partnership between Brisa (Highway
concessionaire) and SIBS (bank clearing company).
• The Via-verde brand becomes associated to electronic
payment in highways.
• By 2001… The Via-verde company/service was
exclusively tolling.
• Meanwhile other concessions were created joining
the Via-verde and making this way a National wide
electronic toll payment service.
ISEL
69. copyright 2011
CNO Creation
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• In 2001 Brisa developed in a partnership with Galp and
Caixa Geral de Depósitos (CGD bank) a new business
model:
• Extend the electronic toll payment to parking lots and gas
stations;
• The toll payment is based on an on-board-unit (OBU)
based on the Dedicated Short Range Communication
(DSRC) technology based on 5.8 GHz;
• The first approach was difficult considering:
• The underlying technology complexity (costs).
• Organizations were not prepared (fear to share existing
profits; misunderstanding potential business growth).
ISEL
70. copyright 2011
Identified Problems
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• In 2002, Brisa has established an innovation department
now Brisa’s owned independent company,
Brisa Innovation and technology (BIT).
• Identified problems:
• The business model missed to construct a common
understanding about the value to use DSRC based
electronic payments in parking lots and gas stations:
• Clients that pay close to the dispenser do not go to
the forecourt (gas station) shop.
• Costs for clients to adhere to the new service were not
accepted.
• Participating organizations had to share new costs
(technology and payment transaction costs).
ISEL
71. copyright 2011
Understanding Problems (1/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• A first R&D project “Brisa-Park” was developed in a
partnership between Brisa Innovation and ISEL/GIATSI
to understand the problem and propose a new strategy:
• The key DSRC was exclusive from a unique technology
supplier (Q-free);
• Costs to adapt parking barriers and parking management
systems to cooperate with Via-verde were very expensive;
• Six different parking infrastructure architecture were
identified, making integration efforts expensive, complex
and sensitive to failure.
ISEL
72. copyright 2011
Understanding Problems (2/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• In gas stations the Via-verde underlying technology
became many times no operational:
• Gas station concessionaires didn’t see too many advantages
to promote the new payment service.
• Printer paper was not substituted on time making the payment
with Via-verde un-operational.
• A poor perception of mutual advantages of participating
organizations:
• Maintenance management became also a problem considering
the complex interdependency among installed systems.
ISEL
73. copyright 2011
Rethinking the Network (1/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• A process to develop an open technology infrastructure
was initiated:
• Obtain competencies in DSRC technology.
• Invitation of a second supplier for the DSRC technology:
• Interoperability problems resulting from specific
implementations (“proprietary” standards).
• The cost of a road side equipment (RSE) also known
by antenna reduced to 1/3.
• To reduce investments of new adhering organizations:
• The new open infrastructure (ITSIBus SOA) was deployed
(integrated) by Via-verde as a service (monthly renting).
ISEL
74. copyright 2011
Rethinking the Network (2/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• The Brisa Innovation and Technology (BIT) company
plays the role of technology integrator (provider) for
the Via-verde network.
• In a partnership with parking and gas station system
providers.
• The business relations among the network partners.
• Contractual relations follow predominantly manual
procedures.
• The technology management is managed by BIT.
ISEL
75. copyright 2011
The future
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• An integrated workbench to manage such a
collaborative network (CNO).
• Tools to support:
• (creation in this case was a long process difficult to model
and automate ?).
• Manifestation/negotiation/joining.
• Operations management.
• Evolution (new services).
• Establish a novel preparedness level (VBE).
• IT infrastructures prepared for the cooperation.
• Adaptable (preferably dynamically) to new services or
changes to existing services.
ISEL
76. copyright 2011
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Evaluation of Collaborative Networks:
Case Study of Brazilian Virtual Enterprises
Centro Federal de
Educação Tecnológica
CEFET/RJ
Paulo Stecklow, Ralfh Varges Ansuattigui, Antonio José Caulliraux Pithon
paulo.stecklow@gmail.com, varges@globo.com, caulliraux@gmail.com
PRO-VE’11
São Paulo, Brazil , 17-19 October 2011
77. copyright 2011
Panelists Short Biography
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Paulo Enrique Stecklow graduated as Electrical Engineer at Gama Filho
University and is obtaining a Master´s Degree in Technology at CEFET/RJ and
his research focus is Awareness in Work group.
• Ralfh Varges Ansuattigui graduated as Electrical Engineer at CEFET/RJ in
1984 and worked at The Military Institute of Engineering until the end of 2001.
After concluding a specialization and several other courses on the ICT area,
started to work as a Systems Analyst at The Technological Center of The Army
in Rio de Janeiro, Brazil, where he stays up to now. He is about to obtain a
Master’s Degree in Technology and his research focus is Knowledge
Management.
• Antonio José Caulliraux Pithon is a professor of the Department of Electrical
Engineering at the Federal Center of Technological Education in Rio de Janeiro
(CEFET/RJ), Brazil, where he heads the NTC research group. He obtained
his Ph.D. in Production and Systems Engineering from University of Minho,
Guimarães, Portugal in 2004. His focus of research covers collaborative
networks, knowledge management and awareness in CSCW.
78. copyright 2011
Agenda
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Prodweb overview.
• Prodweb creation – history and processes.
• Prodweb operation.
• Lessons learned and best practices.
79. copyright 2011
Network Overview
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Established in Passa Quatro, south of The State of Minas Gerais,
Brazil.
• Created in September 2008.
• Started with 4 members, presently has 13 members.
80. copyright 2011
Network Creation
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Prodweb’s establishment was based on two determining goals:
1. Development of software and solutions for the web.
2. Management of sites and digital contents to promote its
customers on the web .
Prodweb strives for “quality and flexibility to serve –
unconditional support” to quickly meet their customers needs.
81. copyright 2011
Network Operation (1/2)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
CRM/HelpDesk
Communication Technology
P
Skype A
MSN R
Social Network T
E-mail N
E
R
83. copyright 2011
Network Management (1/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Main lessons learnt as Prodweb’s manager...
♦ The main conditions for success are:
- Perfect communication with customers;
- Shared common business ethic;
- Trust among members of the group.
♦ Physical proximity of members of the production team
facilitates:
- Quickly resolve disagreements;
- Provide better customer service.
84. copyright 2011
Network Management (2/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Best practices adopted:
• Service training;
• Quality of production;
• Frequent briefings / brainstormings to improve
communication and design;
• Production by iterations;
• Weekly face to face meetings.
85. copyright 2011
Network Management (3/3)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Currently detected problems are:
• Communication failures are major weaknesses;
• Difficulties operating in an abstract and virtual
environment;
• Collaborative climate is not a reality.
86. copyright 2011
Conclusions
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Questions and research needs:
♦ Collaboration space (physical and virtual) is needed;
♦ Greater integration between virtual and physical group;
♦ Improve research on human aspects during interactions.
87. copyright 2011
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
VIRTUAL CITY ERP NETWORK
A COMMON ICT PLATFORM
FOR ENHANCING BUSINESS
COLLABORATION
Manuel Fajardo
manuelh.fajardo@gmail.com
Colombian Entrepreneur
PRO-VE’11
São Paulo, Brazil , 17-19 October 2011
88. copyright 2011
Panelist Short Biography
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
• Mr. Manuel Fajardo currently is an independent speaker and consultant on
collaborative networks and value co-creation.
• Mr. Fajardo holds Bachelor degree in Systems Engineering and Master’s
degree on Knowledge Engineering from the Universidad Politécnica de
Madrid. Also, he is a certificated international coach on Balanced Scorecard.
• During 14 years he worked as the Chief Administrative Officer (CAO) of
ISAGEN, Colombian company dedicated to energy generation, construction
of projects, and commercialization of energy solutions.
• As a CAO, Mr. Fajardo had the opportunity to lead and manage high level
teams based on modern working practices towards the achievement of
business units operating as enterprise integrated processes. Particularly, Mr.
Fajardo was responsible for the project management to establish a corporate
collaborative strategy, and designing and implementing a virtual organizational
model at ISAGEN.
89. copyright 2011
Introduction
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Initiative Drives
• High costs for consulters.
• A growing market in the software industry against a limit offer.
• Corporate Responsibility: Strategy & Society.
• Productivity and Competitiveness at Enterprise level and Regional level.
• Human Capital Potencial.
90. copyright 2011
City Framework (1/7)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
ERP Implementation
Big companies case*
Cost : MM US$
Certification Cost/ employee: > US 5000
Capabilities: Own
Manteinance Cost/consultant/day: > US 600
Collaboration level: Few
Market: Dominated by 1 o 2 suppliers
• ERP Suppliers
• Software suppliers
• Hardware suppliers
• Professionals
• Consulting
Camarinha-Matos & Afsarmanesh, 2008
91. copyright 2011
City Framework (2/7)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
ERP Implementation
SMEs Case*
Implementation cost: US1 Millón
Certification cost/employee: > US 5000
Capabilities: Own
Mainteinance Cost/consultant/day: > US 600
Collaboration Level: Few
Less than 5% with ERP solution
• ERP Suppliers
• Software suppliers
• Hardware suppliers
• Professionals
• Consulting
Camarinha-Matos & Afsarmanesh, 2008
92. copyright 2011
City Framework (3/7)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
AN OPPORTUNITY TO COLLABORATE
THE IDEA
• Many SMEs and Big Firms decide to adopt the same ERP.
• Make their own market.
• Students and professional are in the base of the solution.
• Universities and support institutions play an important role.
.
THE COLLABORATIVE NETWORK PARADIGM
IS USEFUL AS A SOLUTION APPROACH
93. copyright 2011
City Framework (4/7)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Solution Approach – CHARACTERISTICS
• SMEs share the same platform over the Cloud.
• SMEs use ERP as a network service.
• The ERP implementation is not payed (this one is personalized).
• The generated productivity is higher than costs per use.
• Integrated enterprises, partners and support institutions participate in
a CO-CREATION process with market/society.
• CNO members are clients as well.
• In a near future, the CNO will sell its competence to potential clients in
an evolving process.
THE NETWORK POWER MAKES POSSIBLE TRANSFORMING
INDIVIDUAL EFFORTS INTO CITY INITIATIVES
94. copyright 2011
City Framework (5/7)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
CITY INITIATIVE CHALLENGES
• Formalize public-private alliances within a long-time
frame perspective, but with results in the short-term.
• Generate high-quality jobs with ERP global and business
management certifications.
• Generate collective knowledge to transform them in city
assets for new developments.
GO FORWARD TO A NEW WAY TO WORK TOGETHER
BASED ON A HIGHER INNOVATION AND
SOCIAL STRUCTURE CONFIGURATION
WITH ECONOMIC SENSE
95. copyright 2011
City Framework (6/7)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
BENEFITS
• ICT costs reduction.
• A collective leapfrog towards higher productivity.
• SMEs provided with global connectivity
• Achievement of city goals impossible to reach individually.
96. copyright 2011
City Framework (7/7)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
WHY SOFTWARE?
Key factors:
• Community formation.
• Business growing.
• Promote communication between people, places and ideas.
WHY ERP?
Key factors for a digital platform construction:
• Productivity improvement.
• Making part of a global supply network.
• Facilitate experiences to customers.
97. copyright 2011
Network Creation (1/11)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
LONG-TERM GOALS GENERIC STRATEGY
1. Implement the basic software in 1. Network collaborative working.
SMEs alliances.
Base case = 300 SMEs 2. The ERP as a city service.
Implementation cost = US$ 0.00
3. Development of Triple-Helix
2. Provide support and maintainace (Academia + Government +
service in the ERP Industry).
Base case = 800 persons
Certification cost = US$ 0.00 4. Leadership, culture and human
capital.
3. Develop competences in
software development *
* See Capabilities Network Creation
98. copyright 2011
Network Creation (2/11)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
VALUE PROPOSITION CUSTOMERS
1. FREE ERP
• SMEs
2. Helpdesk + Cloud computing • Big firms
services • City
3. 50% reduction of consultation
costs
4. Intangible assets construction
based on knowledge.
100. copyright 2011
Network Creation (4/11)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
VALUE
VALUE CONFIGURATION PROPOSITION
CUSTOMERS
COSTS
Network Creation
REVENUES
Implementation
Network Creation
US$ 13,800,000.00
(300 SMEs)
SMEs (300 x US$15,000)
Education
Big firms (40 x US$50,000)
US$ 8,000,000.00
TOTAL US$ 6,500,000.00
(800)
Cloud computing
Network Operation
US$ 7,500,000.00
Year 1
Communications
Pay per Use
US$ 4,000,000.00
US$ 51,400,000.00
Staff (5%)
US$ 1,665,000.00
TOTAL
US$34.965.000.00
101. copyright 2011
Network Creation (5/11)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Challenges ahead… Leadership
• Resolving conflicts of
Institutional interest.
• Avoid the “NIH”
syndrome.
Knowledge • Collective interests
• Combine different preservation rather
institutes in the same than individual
project. interests.
• Awareness about • Find sponsors. • “Holism” and long
networks nature and • Universities network term development.
potential. as a VBE with active
• Methodologies and members.
practice deposition.
102. copyright 2011
Network Creation (6/11)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Reasons for belonging to the alliance…
Organizational
Financial/
Social
Economical
Trust Perspectives
Behavioral / Technological
Management
Msanjila & Afsarmanesh, 2008
103. copyright 2011
Network Creation (7/11)
Next Generation Collaborative Networked Organizations
3rd Edition -Special Panel Session
Organizational
Financial/
Social
Economical
Trust Perspectives
SMEs
• PMI project practices.
• ITIL service standards.
• Certified consultants.
Behavioral / Technological • City project.
Management
Undergraduate and Graduate
• City project.
• Perspective and mobility.
Msanjila & Afsarmanesh, 2008