Download - PROVE 09 - Special Panel Session on Next Generation Collaborative Networked Organizations
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Session Organizing Committee
David Romero (ITESM, Mexico City) Arturo Molina (ITESM, Mexico City)Myrna Flores (CEMEX, Switzerland) Ricardo Rabelo (UFSC, Brazil) Michel Pouly (EPFL, Switzerland)
PRO-VE’09Thessaloniki, Greece, 7-9 October 2009
SPECIAL PANEL SESSION ONTowards the Next Generation Collaborative Networked Organizations:
International Challenges, Trends and Research Opportunities
“Past, Present and Future of Collaborative Networks: Moving from Theory to Practice”
Universidade Federal
De Santa Catarina
copyright 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• Foreword– David Romero, Panel Chair
• Aims and Scope• Presentations:
– Panelist 1: IECOS Network, Manufacturing, Mexico• Arturo Molina, David Romero, Joaquín Aca
– Panelist 2: Virfebras Network, Manufacturing, Brazil• Rolando Vallejos, Ricardo Rabelo
– Panelist 3: Swiss Microtech Network, Manufacturing, Switzerland & China• Michel Pouly
– Panelist 4: Orona Innovation Network, Manufacturing, Spain• Joseba Arana, Luis Berasategi
– Panelist 5: ServQ, Consulting Network, Europe & US• Andrew Crossley
– Panelist 6: Teaching, Research & Healthcare Networks, Australia• Peter Bertok
– Panelist 7: CEMEX Network, Construction, Switzerland• Myrna Flores
• Discussion Questions• Conclusions• Acknowledgements• Event Pictures
Index
copyright 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
The panel session offered to the audience 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.The case studies presented in this e-book are intended to provide a set of examples of Collaborative Networked Organizations in truly industrial or society environments, serving both the purpose of giving a brief account of the state-of-the-art of implementation of CNO concepts, methods and tools in real practice, as well as an evidence on what works and still remains as a challenge or research opportunity for the Next Generation Collaborative Networked Organizations in the industrial landscape and the academic world.As the Collaborative Networks scientific discipline continues its consolidation with a stronger theoretical foundation, a growing number of application cases in industry and society are becoming important to document in order to better understand the requirements for the creation of successful collaborative forms and to provided best practices for their sustainable operation in different domains and application environments.Main conclusions reached during this lively interactive forum appointed towards the need of a collection of successful and non-successful case studies of CNOs for a better understanding of their lifecycle, and this e-book stands for a first effort in this direction.
David Romero, Panel Chair
Foreword
copyright 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• The panel session was organized with the aim of sharing the experiences and lessons learned from a group of practitioners for the establishment and management of the Next Generation Collaborative Networked Organizations.
• The panel session will introduce a number of industrial cases that have been studied from both a theoretical and practical perspective to validate and demonstrate the applicability of collaborative networks concepts, methods and tools as a contribution to help facing the Next Generation Collaborative Networked Organizations challenges.
• The panel session scope will cover different regional manifestations of collaborative networks, especially in the manufacturing industry, and will depict their main strengths and current challenges in order to manage successful Collaborative Networked Organizations.
Panel Aims and Scope
copyright 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Arturo Molina, David Romero, Joaquín Aca [email protected], [email protected], [email protected]
Tecnológico de MonterreyIECOS S.A. de C.V., Mexico
PRO-VE’09Thessaloniki, Greece, 7-9 October 2009
Integration Engineering and COnstruction Systems
IECOS Network
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• IECOS…– Creation– Business Model– Business Framework– Value Proposition– Operational Model– Build-to-Order Strategies– Brokerage Experiences– ICT-Infrastructure– Key Successes Factors– Evolution– Lessons Learned
Agenda
Virtual Enterprises
Virtual Industry Cluster
Virtual Enterprise
Broker
Competencies
Technology Processes
Product
Virtual Enterprises
Virtual Industry Cluster
Virtual Enterprise
Broker
Competencies
Technology Processes
Product
Build-To-OrderSupply Chain
Strategy
Mex
ican
-Indu
stry
Mexican-Industry
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
From the Academic World to the Industrial Landscape…
• IECOS was created in 2000 by the Center of Innovation in Design andTechnology of the Tecnológico de Monterrey, Mexico as a successful spin-off from the COSMEGVE EU-ALFA Project in which concepts like: Virtual Industry Cluster, Virtual Enterprise and Virtual Enterprise Broker were developed.
IECOS Creation
• IECOS creation was triggered by the need of having a brokerage company responsible for thecreation and operation of Virtual Enterpriseswithin a Metal-Mechanic Virtual Industry Clusternamed:
“Mexican-Industry”…in Monterrey, Nuevo León, Mexico.
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS creation was based-on two determining factors:
1. The need for identifying collaboration business opportunities as the main strategy to bring together/attract the founding members of the Mexican-Industry Virtual Cluster.
2. The necessity to support the development of SMEs competencesand the integration of their capacities to approach those opportunities recognized by means of Virtual Enterprises creation.
IECOS business model is based-on a “competency integrator model”between engineers and manufactures to satisfy high volume and
high variability in products in the manufacturing industry.
IECOS Business Model
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS Business Framework
Virtual Enterprise Broker
Virtual Industry Cluster
Virtual Enterprise
Operation/Dissolution
Operation/Dissolution
Operation/Dissolution
Enterprises
Design
Implementation
Operation
Search/SelectBusinessOpportunities
Search/SelectPartners
Formation/Commitment
BusinessOpportunityExploitation
Conception
Identify CC
Build CC Deploy CC
Protect CC
Product
ProcessesTechnology
Competences
ClusterBuilding
ClusterMarketing
EnterpriseQualification
Competence Information
Molina et al. (1998): Framework for Global Virtual Business
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS is an engineering company which is focused on innovation technology projects through the integration of the capabilities and
competences of its allies (universities, research centers, technological companies) and partners (Mexican-Industry and other enterprises)
IECOS Services
• IECOS Supply:Offering manufacturing services through the integration of the competences of its associated manufacturing partners in order to fulfill the customer requirements.
• IECOS Engineering: Offering the development of new manufacturing processes and manufacturing systems as solutions for the efficient and effective production of customers’ products.
• IECOS Technology: Offering technical and managerial capabilities for the development and commercialization of new products.
IECOS Value Proposition
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS Operational Model
Virtual Enterprise Broker: Core Competence Deployment & Protection
Virtual Enterprise: Operation and Execution
Universe: Availability of Capabilities and Capacities
Virtual Industry Clusters: Core Competence Selection & Development
HUB of Integrated e-Services
CNC Machining
Plastics &Rubbers
Die & Tools
EngineeringDesign
Assembly & Fabrication
ProductDesign
MoldMaking
InjectionMolding
e-Marketing
e-Brokerage
e-Engineering and e-Supply
e-Planning
e-Productivity
Molina et al. (1998): Framework for Global Virtual Business
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS BTO Strategies (1/3)
Molina et al. (2007): Virtual Enterprise Brokerage: A Structure Driven Strategy to Achieve Build-to-Order Supply Chains
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS BTO Strategies (2/3)
Molina et al. (2007): Virtual Enterprise Brokerage: A Structure Driven Strategy to Achieve Build-to-Order Supply Chains
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS BTO Strategies (3/3)
Molina et al. (2007): Virtual Enterprise Brokerage: A Structure Driven Strategy to Achieve Build-to-Order Supply Chains
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS Brokerage Experiences
Business Process ConfigurationEnterprise ParticipationCollaboration Opportunity
Collaborative Product Manufacturing
PCMP1
P2
P3
OrderFulfillment
P1:Sourcing P1+P2: Production
P3: Package P3:Distribution
P1:Sourcing P1+P2: Production
P3: Package P3:Distribution
SupplierRelationshipManagement
P3: Supplier’s Evaluation P3: Suppliers Monitoring
P3: Supplier’s Development
P3: Supplier’s Evaluation P3: Suppliers Monitoring
P3: Supplier’s Development
Product Commercialization
ComercialBiomédicoRamírez
ComercialBiomédicoRamírez
P1
P2
P3P4
Obtaining Customer
Commitment
P1: Market Analysis
P2: Sales Process
P1: Market Analysis
P2: Sales Process
P1: Understand Necessities P3+P4: Product Support
P2: Commercialization P2: Promotion
P1: Understand Necessities P3+P4: Product Support
P2: Commercialization P2: Promotion
CustomerRelationshipManagement
New Product DevelopmentP1
P2
P3 P4
Product Realization
Process
P1: Research P1+P2: Design
P3: Engineering P3: Prototype
P1: Research P1+P2: Design
P3: Engineering P3: Prototype
P1+P2: Product Design
P3+P4: Product Development
P1+P2: Product Design
P3+P4: Product Development
Customer DrivenDesign
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS ICT-Infrastructure
e-Pl
anni
ng
e-M
arke
ting
e-B
roke
rage
e-En
gine
erin
g
e-Pr
oduc
tivity
e-Su
pply
Virtual Industry ClustersVirtual Breeding Environments
Virtual EnterprisesVirtual Organizations
Virtual Enterprise Broker
e-HUB Integrated e-Services Center for Virtual Business
e-HUB PYMECREATIVA
Information Base
e-Productivity e-Marketing e-Brokerage e-Supply e-Engineering
e-Business
UserEnterprises
Profile
IMMPACDiagnostic
e-Quality assurance
Improvement Opportunities Identifier
Promotion SuppliersSearch
Production Order
Following.
Engineering Functional Services
ProductsCatalogue
ClientsSearch
Match-making
Allies + Tools
Wizard for New Products Development
ManufactureExecution
CO-SOURCING
User Request
New Products
CAD CAMCAE DFMA
Simulation File transfer Inverse Engineering
OthersCAD CAMCAE DFMA
Simulation File transfer Inverse Engineering
Others
www.pymecreativa.com
Creation of Information Technologies for Added Value Industrial Networks
e.g. Virtual Enterprises
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• IECOS success depends on its capacity to guarantee customer satisfaction in terms of quality, cost reduction and delivery timebased-on an efficient supply chain management.
• IECOS Build-to-Order strategy provides a well recognized competitive advantage to the firm over its rivals, thanks to a unique build-to-order supply chain approach to respond to the demands of new business opportunities requiring: (a) high levels of customization, (b) customer driven innovation, (c) volume flexibility, (d) short-cycle time, (e) none inventory costs and (f) supply chain integration.
• IECOS ICT-Infrastructure known as “e-HUB” (Integrated e-Services Center for Virtual Business) makes possible to reduce the critical troublesome that traditionally limits SMEs competitiveness, allowing the exploitation of new collaboration business opportunities through Virtual Enterprises creation.
IECOS Key Success Factors
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IECOS Evolution
1997
2000
2001
2006
COSME Project: GVE (Global Virtual Enterprise)
VEB
VIC
VE
Enterprise
Creation of Information Technologies for Added-Value Industry Networks
European COllaborative networked organization
LEADership Initiative
Mexican Industry Project: Seven clusters in
metal mechanic and plastic industry
Broker: Agent looking for business
opportunities, executing projects by joining cluster members´ competencies
Collaborative W
ork
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• A brokerage service is a must to find business opportunities and to coordinate properly their development within a Virtual Industry Cluster towards Virtual Enterprises creation.
• Main VIC members’ characteristics should be:– Interest and commitment from their managers, – Acting with ethical values in any negotiation, – Willingness to collaborate and cooperate, and – Trust between partners.
• SMEs priorities are:– Find new customers, and– Participate in business opportunities development (new revenues).
• Project management is key successful factor.
IECOS Lessons Learned
copyright IECOS 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• Prof. Arturo Molina is the President of the Tecnológico de Monterrey, Campus Mexico City. He received his PhD degree in Manufacturing Engineering from Loughborough University of Technology, England in 1995, his University Doctor Degree in Mechanical Engineering from the Technical University of Budapest, Hungary in 1992, and his Master’s Degree in Computer Science from the Tecnológico de Monterrey, Campus Monterrey, in 1992.
• Prof. Molina is member of the National Researchers System of Mexico (SNI-Level II), Mexican Academy of Sciences, and member of IFAC TC-WG5.3 on Enterprise Integration and Enterprise Networking, IFIP WG5.12 on Enterprise Integration Architectures and IFIP WG5.3 Cooperation of Virtual Enterprises and Virtual Organizations.
• Furthermore, Prof. Molina has been involved in many Latin-American and European projects oriented to the creation of virtual industry clusters, virtual organization breeding environments and virtual enterprises, and together with Mr. David Romero*, he has co-authored the first complete toolkit integrated by a VBE reference model, a business process management framework and an instantiation methodology to create,operate, evolve and dissolve breeding environments.
Panelist Short Biography
*Romero & Molina: Virtual Organisation Breeding Environments Toolkit: Reference Model, Management Framework and Instantiation Methodology, Journal of Production Planning & Control
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Rolando Vallejos, Ricardo [email protected], [email protected]
Ftec – Faculty of Technology – Caxias do Sul, BrazilUFSC – Federal University of Santa Catarina – Florianópolis, Brazil
PRO-VE’09Thessaloniki, Greece, 7-9 October 2009
Virtual Organization of Mould and Die Industries of Brazil
VIRFEBRAS
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• VIRFEBRAS overview
• VIRFEBRAS creation – history and processes
• VIRFEBRAS operation
• Lessons learned and best practices
• Current difficulties and challenges
Agenda
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Overview
• Network of mould & die SMEs.• Placed at Caxias do Sul City, South of Brazil.• Created in 1999, but legally established in 2004.• Initially having 13 members, including some competitors.
Second largest pole of M&D in Brazil:~200 companies~1800 employees
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (1/6)
Motivation for its creation: enhancing companies’ competitiveness
Loss of business due to low production scale and capacity
Market Requirements:- Lower costs- Higher quality- Shorter delivery date
Operation Requirements:- Quicker response to quotations- More precision in the quotations- Lower production costs
Market Reality:- More demanding customers- Market volatility / instability- Much higher competition &
number of M&D companies in the World
Market Reality:- More demanding customers- Market volatility / instability- Much higher competition &
number of M&D companies in the World
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (2/6)
- Low level of people qualification (at all levels).- Difficulty to keep up to date to advanced technology and manufacturing processes.
- Very low level of R&D as well as of collaboration with universities and other companies.
- Very traditional business model.
Strategy
Reality (before the VBE creation):
CNO /Virtual Enterprise
paradigm
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (3/6)
FIRST PHASE
VIRFEBRAS was essentially created without solid methodologies, i.e. fundamentally in an ad-hoc way.
Some concepts from the European PRODNET project (ended in 1999) have been taken into account besides some studies on similar initiatives over the world.
Its creation was lead by University of Caxias do Sul, but extremely pushed by a group of 13 M&D companies.
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (4/6)
FIRST PHASE
Main difficulties & goals:
Too heterogeneous companies:
Need for harmonizing them in terms of collaboration culture, processes and basic IT (only CAD systems and e-mail were used);
Lack of trust among partners:
Several meetings, travels and visits among companies.Exchanging of contacts, best practices, etc.
Lack of awareness about how good and how bad they were:
Preliminary and basic benchmarking.
Lack of basics on CNO:
Some training, short courses and many talks from experts.A number of research experiments were developed together with UFSC.
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (5/6)
SECOND PHASE (still current)
Main difficulties & goals:
IT covering only very classical processes:
Basic IT is used, and a centralized web-based information system was implemented. More advanced ICT is now required. Many actions are still carried out in face-to-face meetings.
Still need for trust reinforcement:
Expansion of trust from operational / information levels to strategic / business levels.
Lack of awareness about how good and how bad they were:
Second phase of a comprehensive benchmarking.
Need of more solid foundations for guiding VIRFEBRAS to evolve:
AMBIANCE methodology, which is based on knowledge management.
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (6a/6)
AMBIANCE Methodology & Framework & System (Vallejos 2005)
KM ReferenceModels
E-Cognos(EC Project)
ECOLEAD(EC Project)
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (6b/6)
Why a Knowledge Management centered approach ?!
Essentially because it was realized that the most natural way VIRFEBRAS members collaborated and made the VBE to evolve was via an intense exchange of information and knowledge “alive”and somehow informally.
Therefore, it was essential, regarding this VIRFEBRAS culture, that this knowledge could be captured and organized as well as could be used as the basis to pave its evolution.
Benchmarking was the main key element which has been leveraging VIRFEBRAS evolution.
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
From VBE Foundation to VE Operation & Dissolution- Current Status
VIRFEBRAS / VBE foundation
VBECreation
VECreation
VEOperation
VEEvolution
VEDissolution
1st Phase 2nd Phase
1999-2004 2004-2009
3rd Phase
AMBIANCEAd-Hoc AMBIANCE+
“ECOLEAD”gradual & evolving way
2010-201…
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Operation (1/2)
• Virtual Enterprises are created with members of VIRFEBRAS.• There is not a global broker. Instead, the company which gets
the business look at VIRFEBRAS members and acts as the VE manager, selecting any members it wants.
• Usual criteria applied in the partners’ selection:1. VIRFEBRAS information system (partners’ capabilities and capacities).2. VIRFEBRAS benchmarking (comparison between performance indicators
related to operational / technological processes).3. Previous businesses involvement. • Once members are selected, they share the mould design, discuss
quotation, processes, etc., in meetings.• A member can be involved in many VEs simultaneously, either as
manager or partner.• A member can do business out of VIRFEBRAS.
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Some Observations
• The establishment of the VIRFEBRAS VBE helped companies to create a new culture of work – now much more based on collaboration – and to be better prepared for the market.
• VIRFEBRAS entrepreneurs started sharing information and learned that they usually have similar problems. Nowadays they normally share solutions and practices.
• The creation of the VBE brought several standardization initiatives, reflected in the processes, sheets, forms, mould models and ontologies.
• VIRFEBRAS members affirmed that the VE theory applied to SME competitors is valid, and that through joining forces it waspossible to have access to new technologies, to share information and knowledge, to qualify employees, to contract research projects and to tune consultancy’s works.
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Some Observations
• VIRFEBRAS members are convinced that a VBE is a collaborative network that must be in constant evolution, where the first paradigm to be broken is trust.
• It is possible to conclude that through joining core competencies, SMEs, even being competitors, became more competitive, offering a larger spectrum of products, developing new markets and serving additional potential customers.
• All VIRFEBRAS members grew in infrastructure, technology, knowledge and hired more employees.
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• The start up phase of a collaboration network between competitors needed specific efforts for generating trust among the network members. At least in the beginning, no sophisticated approaches are necessarily required.
• The members of a network can not be forced to share sensible information. They should realize this importance for themselves (i.e. for the business) and for the success of the whole.
• The written formulation of ethic rules and of operational procedures seems to be one of the key success factors in networks between competitors. These written documents support the growing of trust into the operational system.
• Regarding the particular way VEs are created inside VIRFEBRAS, members realized that the CEO position should be alternated among the members.
• ERP systems have been introduced too early, provoking some fears in the managers. It is only now been re-introduced.
• Benchmarking showed to be a crucial mechanism to boost VBE competitiveness.
• From 13 to 8 companies: the importance of adequate methods for selecting & preparing companies to get into the VBE.
Lessons Learned & Practices
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
“After growing 30% in the last couple of years, we keep on enlarging our physical installations as well as investing on newer technologies and human resources. We never imagined the power we had working together, in a co-operative way”. Mr. Gelson de Oliveira, current VIRFEBRAS CEO.
Lessons Learned & Practices
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Lack of tools for CNO processes has been an obstacle for the application of CNO concepts at a larger scale.It is not possible to measure how much businesses and profits have increased due to the VBE e AMBIANCE. However, it is very much clear the benefits they brought and how better companies are nowadays.A more comprehensive IPR & governance models start to be extremely important as long as companies reached another level of maturity and professionalism.VIRFEBRAS is now in a crucial decision point: – stay as is = “basic” level compared to other VBEs & competitors;– or invest a lot towards a new level of competition = high
investment on non-machinery issues.
Current Difficulties & Challenges
copyright Virfebras 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• Prof. Ricardo Rabelo is an associate professor of the Department of Systems and Automation at the Federal University of Santa Catarina in Brazil, where he heads the Intelligent Manufacturing Systems group. He obtained his PhD in Robotics and Computer Integrated Manufacturing from the New University of Lisbon, Portugal, in 1997.
• His current areas of interest include: collaborative networks, service oriented architectures and interoperability, multi-agent systems, knowledge management, and human-centered decision support environments.
• Prof. Rabelo has been involved in many Brazilian and European research projects and program committees of international conferences. He has supported the creation of VIRFEBRAS network and he is currently supervising a pos-doctoral research by Dr. Fabiano Baldo towards creating a methodology for the creation of VBEs as well as launching the basis for the creation of a new VBE in the south of Brazil.
Panelist Short Biography
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Michel Pouly [email protected]
Swiss MicrotechTramelan, Switzerland
PRO-VE’09Thessaloniki, Greece, 7-9 October 2009
Swiss Microtech Enterprise Network
SMT Network
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• Swiss Microtech…– Overview– Creation– Operation – Management– Conclusions
Agenda
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Overview
SMT is a network of industrial SME founded in 2001
7 small SME (12-80 collaborators) of the mechanical manufacturing sector in Western Switzerland
Production of highprecision parts, 90%
export worldwide
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (1/3)
SMT creation reasons
Threads
- customers reduce thenumber of their suppliers
- competition from lowwages countries
Opportunities
- Become completesolution suppliers throughalliances and cooperation
Weaknesses
- small / very small SME- highly specialized SME- poor commercial skills
Strengths
- strong technical skills- high productivity(machine and manpower)
- stable social environment
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (2/3)
SMT creation process
1998 report on the current strengths andweaknesses of the regional screwmachining industry
1999 10 enterprises ask for support to start anetwork research project (EPFL)
2000 - 2001 project running
2000 6 enterprises leave the boat…
2001 the “Fab Fours” create SMT
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (2/3)
SMT creation process
2001 - 2004 3 new members join SMT
2005 - 2007 Research project with EPFL to set up and collaborate with a partner network in China
2006 - 2008 ECOLEAD research project (pilot CNO)
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Creation (3/3)
Questions about the creation process
more than 80 companies attended the report presentation event
Why only 10 were interested to collaborate ?
6 companies left the before the end
What are the reasons of this ?
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Operation (1/2)
A typical Virtual Organization for business…
Milling of the semi-finished product : RAVINE SACenterless grinding : ADAX SASurface treatment : ESTOPPEY-REBER SA
VO creation : - requests coming from different sources posted- first VO for quotation set up, partner selection
is the “best constellation” (prices, delays etc.).VO execution : - one unique company takes the lead.
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Operation (2/2)
Ravine SA
ADAX SA Estoppey-Reber SA
QC
QCNormaloutsourcing
Milling
Centerless grinding Surface treatment
Trust allows workshop to workshop direct transfer of parts with the minimum of time, costs, papers and control !
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Main lessons learnt as a VBE manager…
Network Management (1/4)
Managing SMT is like managing a club :- there are very active, active and less active members- the members’ rights and duties must be clear- the workload must be low and equally shared- conflict resolution must be defined in advance- “management by persuasion” styleThe network management is based on :- a charismatic President- a broadly accepted Coach
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Main lessons learnt as a VBE manager…
Network Management (2/4)
The condition of success are :- high trust level between the members- a shared common business ethic- strict respect of the SMT chart of rights and duties- long term thinking : not all members can have animmediate profit
- be ready to give before receiving- get rid of free riders
Almost only human aspects !
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Adopted best practices within the VBE live to improve its management…
• Reach first successes (common buying and participation to fairs, business) as soon as possible
• Monthly face to face meetings to enforce trust• Install a simple remote conference tool (GotoMeeting®)• Launch common research projects to improve SMTECOLEAD : - competence management
- knowledge sharing- common ontologies with the Chinese network
DecoCHina : - partnership with Chinese companies
Network Management (3/4)
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Current problems or challenges faced…
Network Management (4/4)
SMT could become a closed club reluctant to admit new members:- which additional competences should be added- until now, no entrance fees requested
Change of ownership / CEO
Collaboration spirit to be transferred to the lower levels
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Conclusions
Questions and research needs (1) :
CNOs are now well known and studied :- Why so few industrial applications ?- How to foster the collaboration spirit ?- How to motivate SME to join CNO ?- How to boost the creation of CNO ?
What is missing and what can researchers do ?
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Conclusions
Questions and research needs (2) :
UserCNO IT network
ERP / CAD database
ERP / CAD database
ERP/ CADDatabase
ERP / CADDatabase
Data sharing between legacy IT systems
copyright Swiss Microtech 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• Mr. Michel Pouly is an Electrical Engineer from EPFL. • His background covers an extensive industrial curriculum in the field of
automatized flexible manufacturing systems. • He is a part time senior scientist and lecturer at EPFL and also a
consulting engineer. • Leader of the study on the turned parts supplier industry in Western
Switzerland, Leader of the Swiss Microtech creation project, Leader of the DecoCHina project (Swiss-Chinese industrial CNO), Responsible for piloting the Swiss Microtech participation as demonstrator of state-of-art CNO concepts, methods and tools as part of the FP6 ECOLEAD project.
• Author of different articles on CNOs; particularly interested by their human aspects.
Panelist Short Biography
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Joseba Arana, Luis Berasategi [email protected], [email protected]
IKERLAN Techn. Research CentreArrasate - Mondragón
PRO-VE’09Thessaloniki, Greece, 7-9 October 2009
New Products and Servicesfor
Elevation SectorOrona Innovation Network
copyright Orona 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• Introduction
• Network Overview
• Network Operation
• Network Management
• Conclusions
Agenda
copyright Orona 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Introduction
ProductsServices
New marketsNew likesNovelty
GlobalisationProduction costsDifferentiation
Offer marketCustomer demand
Customisation
Characteristic 4:INTEGRAL OFFER
Characteristic 3:EVOLUTION
Characteristic 2:COMPETENCE
Characteristic 1:ADAPTABILITY
Characteristic 5:TECHN. EVOLUTION
ProductsProcesses
Re‐adaptation
STRATEGIESVision,Alliances
PROCESSESEffectiveness,Efficiency,Flexibility
APPLICATIONS
SYSTEMS
InteroperabilityMovilityInternet
DATAINFORMATION
StandardsSemantics
PEOPLE
Responsibility Self Mgmt Cooperation
OronaInnovation Network
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Introduction
ORONAstands as the Spanish leading
company in the lift industry
• > 250 independent companies• > 100,000 workers
• 3,500 workers• 85 countries
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Overview
Industrialcompanies
Consulting
SectorialR&D
AppliedResearch
BasicResearch
Core Group
+++ Other Associated companies
Research Centres
Universities
Subsidiaries
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
In 2002, ORONA promoted the creation of ORONA Innovation Networkin order to:
• Discover new technological opportunities• Translate them into innovative product ideas
Challenges:
• Generate value based on technology to increase competitiveness• Generate critical mass with advanced knowledge• Leverage resources:– Share cost– Share risk– Concentrate knowledge– Favour co-specialization
• Create trust based on collaboration:– Increase knowledge acquisition– Develop new competences
Network Creation
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• No formal methodology• Based on the history of collaboration in specific projects• 3 fundamental axis:
– Growth of R&D investments– Creation of EIC (Elevation Innovation Centre)– Stable Framework Agreement with University (Mondragón University)
and IKERLAN for technology collaboration.• Defining the “Collaboration Spaces”:
Network Creation
Projects Projects Projects Projects Projects Projects Projects
Tecnology Innovation Framework Tecnology Innovation Framework
Strategic Planning Strategic Planning
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Operation
INDUSTRIAL PARTNERSTechnology Platform
ORONA EIC
IKERLANMGEP
ELECTRA
MCC
HERREROS
ZABALA
3a. VO-Technology Platform Dev.Inter-company projects for Technology platform development
3a. VO-Technology Platform Dev.Inter-company projects for Technology platform development
3b. VO-New Product Development
Inter-company projects for New Product Development
1. VBE-OINResearch consortiumCommon research strategyManaged by Technical Committee & Roadmap plan
EXTERNAL CUSTOMERSInnovative products
2. PVC/VT-Technology watch
New technological opportunities & concept ideas
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Operation
Autopropulsado con contrapeso
Contrapeso motorizado
Batería para auto rescate
Reconocimiento personalizado
Puertas de piso ultraplanas. Ej. empotrables en tabique
Deslizaderas de alto rdto. + Sist. Seg. mecatrónico
Pantalla LCD de plástico flexible.
Paneles cambiables con estética personalizada (tipo Irizar). Paneles para obra y fin de obra
Botonera con carátula cambiable
Base y techo modulares cambiables: obra, fin obra
Estructura autoportante metálica. Cerramientos de hueco de pladur(absorción-aislante)
Rendimiento de hueco >70%
Grupo viajero ligero. Ej. Sector de automoción
Puertas de cabina ultraplanas
Foso 200 y HUP 2500
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Management
Lessons learned:• Manage an Innovation Network is based on managing the Networked
Innovation process• A long term view must be share among the partners• Efficiency and effectiveness is compulsory• Trust is essential. Trust is based on facts.• Involvement of managers is required as well as involvement of people.• Different focus: All are needed.
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Network Management
Three basic elements support the management of the network:
• Strategic roadmap definition• Monitoring of project status• Monitoring assets and results
But the key point is:
Orchestrating
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Current challenges:• Involve new partners and networks through the core group• Go into process innovation• Go into service innovation• Build the Innovation Network open to the “persona”• Go into Business Model Innovation
Network Management
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Conclusions
• Management of the innovation networks is not only management of partners and competences. The most important task is the orchestration of the activities.
• The content of the strategic roadmap should be shared and sufficiently internalized by the members of the core group.
• Reinforce the importance of articulating innovation according toparameters of efficiency and effectiveness when obtaining results.
• Collaboration space (physical and digital) is needed.• A innovation network scorecard is the best test for the proper
operation of the innovation system as a whole.
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• Mr. Joseba Arana is an Industrial Engineer that belongs to IKERLAN, a Technological Research Centre located in the Basque Country.
• He has over 25 years experience working-in and heading different departments within the areas of Design and Production Technologies.
• He has been involved in national and European research projects as well as industry transfer projects within the areas of mass-customization and product configuration.
• Nowadays, he belongs to the Strategical Innovation knowledge area in IKERLAN.
• Present research topics are Innovation Networks and Business Model innovation.
Panelist Short Biography
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Andrew [email protected]
www.servq.comUK
PRO-VE’09Thessaloniki, Greece, 7-9 October 2009
A Decade of Enterprise NetworksPractical Experience
in Implementing Networks
Delivering the Collaboration Premium
ServQServQ
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Agenda
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
ServQ Overview
• Founded in 2001 and specialises in collaborative systems advising on:• Strategy Formulation• Organisational Alignment• Partnering & Alliancing• Implementation
• Designed as a ‘virtual partnership’ with good links to authors and researcher.
• Most of our work is in the EU and USA.• www.servq.com
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Our Network
• Our firm has 5 people but interfaces with:• 20+ Associates based on their ‘partnering competence’
and technical delivery skills.• 3 UK universities, 1 with ServQ sponsorship.• 2 US thought leaders on strategy and alliances.• 2 US firms in ‘cloud software’ for strategic cost
management.• 4 research and best practice institutions.• We are a network by design created to compete
effectively with minimum overheads.
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Confidentiality
• Client confidentiality is important.• These are our collective and objective observations
from designing, advising on, working with and delivering a series of networks over the 00s. As such they do not necessarily represent the views of individual Clients.
• We have given practical examples around successes and many of the challenges - for delegate reference.
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Competition to Collaboration
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Business Network A is a VBE
• US based.• Founded mid 00s.• Non-profit focused on bolstering U.S. manufacturing.• Core tenet is Network Centric Manufacturing, which is the rapid assembly
and seamless coordination of dynamic supplier networks to accelerate production and reduce costs.
• Developing solutions that increase supply chain agility, collaboration and coordination.
• Has done considerable work with Department of Defense and NASA to develop and prove out model.
• Now moving into commercial environment, starting with aerospace,defense and energy.
• Has delivered quantifiable results that demonstrated ability to shorten time, reduce costs and lower risk.
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Business Network B is a VO
• UK based.• Founded early 00s.• Private funded by retained surpluses and originally time in kind.• Over 20 active participants but managed by shareholding members,
board and trusted contributors.• Designs processes, delivers training and oversees implementation.• Challenges in implementation mid 00s – around balance of network’s
input and outcomes – Leaders vs. Followers.• Overcoming challenges through transparency and engagement of whole
team in strategy.• Growth constrained through some client resistance to engage with good
quality networks compared to large firms/ staff numbers.• Partnering and people skills a core competence by design.• Issues of inputs and outcomes can resurface in slow economy.
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Business Network C is a VBE
• EU based.• Founded mid 00s - part public funded.• Has 100+ participants who have had variable inputs.• Managed to date by public sponsored board and staff.• Regionally based & therefore geographically constrained.• Original specification, legal and policy constraints meant cannot
commercially trade, lead or take risks i.e. Cannot be a PRIME VE.• Good ‘how to’ manuals and processes supplied by EU programme.• Funds initial brokerage of opportunities - now has a procurement and bid
support role therefore morphed from a CNO to a VBE.• Facilitates VEs especially in environmental technologies.• Restructuring out original complexity but funding now constrained due
to tightening public sector purse.• Less focus on people aspects. High emphasis on due process, reporting
and governance relates to public sector input.
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Knowledge Network D is a CNO
• US based, founded mid 80s.• Membership funded NFP with over 150 active participants.• Managed by elected Board, 2 FT staff and Interest Group Heads.• Produces well regarded ‘how to’ books and manuals i.e. knowledge
creating.• Reviewed strategic direction late 00s – overcome by good membership
teamwork.• Good at building partnerships through a strong President.• US centric until 2007. Expanding internationally because of a strong and
ambitious leadership.• Funding and growth constrained on rate of expansion of new
membership in current recession – made membership more accessible.• Needing to keep output rate up to reinforce member value.• Focus on delivery and marketing of deliverables/knowledge.
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Knowledge Network E is a CNO
• UK Based.• Founded 2007.• Hosted by a major university.• Has over 40 active participants.• Very senior representation from industry and government.• Assesses practical policy matters relating to engineering, assets and
whole life cost/sustainability.• People attend to network with each other and contribute to national level
policy matters.• Started as a forum from 2009 has a new ‘spin out’ institution.• Has a web-site for distributing information and proceedings.• Doesn’t yet have a portal so too little interaction between major events.• In the ‘set up stage’ but very good quality teams involved.
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
IT Deployment
• Network A - Leveraged existing technologies until needs and value were better defined.
• Network B - Specified its portal needs right up front and still uses the same system today. Its ISO9001:2008 & 14001 certification is based around this so IT used – daily.
• Network C - Started off with a bespoke IT approach which has led to some implementation challenges and vendor ‘lock in’ which proved very expensive and risky when compared to A&B
• Network D - Transformed its productivity by investing in a good portal –took a week.
• The advent of SharePoint, on line costing systems, management and measurement systems together with WEB 2.0 is driving more cost effective approaches than were possible even 3 years ago.
• Buy what you need not what the IT people want!
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
The Collaboration Premium?
● Premium Delivered ○ Partial Premium ◘ Room for Improvement
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Technology Design - Lessons
• Information systems enhance networks• Definitely needed for geographically remote teams.• Do not need a bespoke design to get started.• IT people too influential in network set up and design -
when they are the support service.• Where IT is not a core competence outsource it.• Grow IT as you need it not at outset• IT ‘portal’ service providers will outstrip a network’s
in-house skills, unless the network is there to design IT portals.
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
The ‘C’ Words
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The BadThe Good
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Overcoming a Lack of Commitment
• Passion and belief• Understand needs and wants - right up
front. • People, trust and transparency issues:
1. Find network’s leaders and followers2. Use a formal partnering process3. Focus on quick wins 4. Beware of transient teams creates
‘conflict’ and underperformance.• Some conflict is a natural part of the team
forming process • How we handle conflict depends on our
emotional and Partnering Intelligence.– See www.partneringintelligence.com
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Towards the Collaboration Premium
• Collaboration needs a driver• Look for consensus on how to collaborate• Assess alignment and which
organisations complement core team -supplier network
• Use a conflict resolution system• Difficulties arise from a lack of
transparency and ‘audit’ on inputs and outcomes – gather inputs and outcomes.
• Collaboration Premium comes from coaching and mentoring a ‘trust dividend’and balances of outcome, risk and reward.
• Use some form of Scorecard to set and agree network targets and refer to it.
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• Mr. Andrew Crossley is a Director of ServQ, ASC Management and the UK Principal of Partnership Continuum, a leading US firm specializing in building partnerships and alliances.
• He has worked in the engineering, project management, construction and consulting industries for over 25 years.
• He is a chartered civil engineer with an MBA from Manchester Business School and an MSc. in Infrastructure Asset Maintenance and Management from the University of Leeds.
• Mr. Crossley is a Fellow of the Chartered Institute of Marketing, has qualifications in Value Management and is a member of the Institute of Asset Management.
• He is on management and steering groups in the UK and the USA and has held directorships at four UK businesses.
• Mr. Crossley was seconded part time to set-up a not for dividend group sponsored by a government agency between 2006 and 2008.
• He is currently working on a major leadership improvement initiative for small to medium sized businesses in Wales.
Panelist Short Biography
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Peter [email protected]
Royal Melbourne Institute of Technology
PRO-VE’09Thessaloniki, Greece, 7-9 October 2009
Virtual Organisations for Teaching, Research and Healthcare
in Australia
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Virtual organisations in different fieldsAustralian examples• Research
Bringing together different organisations for specific research
• TeachingOffering courses from different universities in a unified
framework• Healthcare, community care
Efficiently manage and deliver services
Introduction
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Research Organisations
AimSupport the forming of research groups with critical
mass
Organisational supportCooperative research centres
Government supported (https://www.crc.gov.au )Funding provided for a period of several years
A CRC allocates funds to mission-related projectsProject-oriented teams
Team members delegated by the member organisations, but not representing the member organisation
Teams have their own resources
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Teaching
AimFlexible delivery of university courses on-line
Organisational exampleOpen Universities Australia (https://www.open.edu.au)
Alliance of seven universitiesOffers degrees in Arts, Business, Education, Engineering,
Health, Information Technology, Law and ScienceA degree can include courses offered by different universitiesCourses needing hands-on laboratory work are not offered
Separate entity (OUA) for coordination onlyMembers individually deliver services (courses) Relies on members’ resources
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Healthcare, Community Care
AimsTo deliver health services in a flexible and efficient
mannerTo protect people at risk of abuse, maltreatment or
neglect
Organisational examplesAboriginal health CRC
Alliance of government health agencies and research institutions
Brotherhood of St Lawrence (charity organisation)Cooperation with local government, assessment authorities
and healthcare providers.Protocols for interagency information sharing, privacy and
confidentiality Loose coupling between member organisations’ teams
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Technical Infrastructure
Teaching and researchAustralian Academic and Research Network (AARNet)
Rents and operates high-speed links between institutionsProvides specific technical services for cooperation
e.g. Video conferencing and desktop sharing, research applications
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Technical Issues
Security and privacyInformation access and usage control• Access rights
Access control for VO participants• Within a member organisation (local access control)• Between member organisations (remote access control)
• Dissemination rights (confidentiality constraints)– Internal data (relating to the VO)– External data (about clients/customers)
Confidentiality of personal information (e.g. medical)
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Conclusion
Virtual Organisations – operate in many fields– have specific missions but general organisational frameworks
(organisational setup reflects the nature of the task, not the application area)
Different organisational modelsProject-oriented team model
Team members from different member organisationsUmbrella organisation model
Service delivery by individual member organisationsLoose cooperation model
General support– Organisational
Government funding– Technical
Specialised support for different needs
copyright Bertok 2009
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• Prof. Peter Bertok is an associate professor and member of the Distributed Systems and Networking Discipline Group of the School of Computer Science and Information Technology at RMIT University, Australia.
• He is the Group Leader of the Distributed Systems Research Groupwhich studies topics related to: Distributed systems, Real-time systems and Security in computing.
• He has been involved in different national and international research projects in topics such as: Security in Ad-Hoc Networks; Stateless and State Aware Middleware in Mobile Computing Environments; Peer-to-Peer Computing in Mobile Environments; Security in SCADA systems; Performance of Web Services; Mobile Services; Integrated Infrastructures for Dynamic and Large Scale Supply Chains; Scalable and Robust Mobile Middlewares; and Computer Anomaly Intrusion Detection.
Panelist Short Biography
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Myrna [email protected]
CEMEX Research Group AGSwitzerland
PRO-VE’09Thessaloniki, Greece, 7-9 October 2009
Collaborative Networks for Innovation
Challenges for Breeding Environments of Enterprises & Universities for Innovation
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Why to Network for applied R&D?
• Enterprises need to restructure themselves to be capable of combining considerable flexibility to diversify and customize products in different markets, attract global talent and embed sustainability requirements to deliver innovative products and services
• The challenge is to enable the formation of applied R&D networks both in local and geographically distributed locations to team-up and catalyze the innovation cycle.
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Collaboration/Networking Models
1. Industrial Clusters2. Innovative Mileu3. Innovation Systems4. Triple Helix5. Living Labs6. Breeding Environment7. Open Innovation
1. Simultaneous Engineering2. Supply Chain Management3. Extended Enterprise4. Value Chain5. Virtual Enterprises6. Breeding Environment7. Open Innovation
Type 2 National/RegionalNetworking Models
Collaboration as part of a spatial context, innovation for
regional/national competitiveness
Type 1 Intra-Inter Company Networking Models
The Firm as an individual entity or part of a network (not linked to a
specific territory)
Source: Flores M., Towards A Taxonomy For Networking Approaches for Innovation presented at the PROVE06 Conference, Helsinki Finland, September 2006
Are they enough or only confusing the Audience?
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Why do we need Breeding environments?
• It is very difficult for one company to count with all the resources, knowledge and experience to develop breakthrough innovations.
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Research Question?
• So, if collaboration enables and catalyses innovation providing business opportunities…
why is it so difficult to accomplish?
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• Many companies still do not realize which are the benefits for collaborating in networks…
• Available academic “networking” concepts and publications are too complex with fuzzy words…
Lessons Learned / ChallengesLack of Common Understanding
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
– We work at different speeds.
– It is hard for many academic scientists to apply concepts in real industrial scenarios.
– Good ideas are not enough, collaborative innovation refers to bring products to the market. Researchers in Universities in many cases do not know the company markets and real needs.
– Many research projects with Universities are carried out by students, who in most cased do not have the experience to lead such research initiatives. Continuous interaction and guidance from the sponsor company is needed!
Lessons Learned / Challenge 2University – Firm Different ways of working
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
– It is not easy to “measure” how such collaborations will benefit the Enterprise and University in a short and long term.
– Companies measure themselves in terms of “profits or savings” and Universities think on “number of papers” and “number of PhD and Masters thesis”.
– Companies that treat Universities as “consults” do a mistake. Consultants are in most cases “experts” about a topic, Universities in many cases are interested to “learn and explore”about the topic for the first time.
Lessons Learned / Challenge 3University – Firm Lack of tools to measure collaboration
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Suggestions
Improving collaboration and networking is a journey. Companies interested to collaborate with Universities for collaborative
research, could consider the following:1. Define a collaboration/networking strategy.2. A roadmap or maturity model to track its progress.3. Identify “key” players with whom to collaborate (internally in
the company and with the partner University).4. Search for research projects that can bring benefits in different time
horizons: 1) short, 2) medium, 3) long term.5. Provide guidelines and clear processes to their employees and
to the partner University.6. Demonstrate and motivate with examples from other companies
(usually multinationals in high-tech sectors).
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Conclusions
Is important to:• Understand the “real” business needs
before engaging with Universities in research projects.
• Identify who will be the “internal customer” and “sponsor”.
• Explain to the academic partner that the company expects tailored made solutions with a practical application (not only generic frameworks).
• Foster continuous contact with the University partner.
• Focus on projects that provide win-win results.
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
• Myrna Flores has a PhD. from the Politecnico di Milano in Management and Industrial Engineering (Italy, 2006), a Post-Graduate Degree on Technologies and Sustainable Development, (India, 2005) and a MSc.in Manufacturing Systems from the Tecnológico de Monterrey, Campus Monterrey (Mexico, 1999).
• She is currently a Research and Networking Sr. Consultant at CEMEX Global Center for Technology and Innovation in Switzerland.
• Her past professional experience includes working at the Institute of Computer Integrated Manufacturing for Sustainable Innovation,Switzerland, as manager of International Research Projects and teaching Six Sigma, Supply Chain and Knowledge Management; at General Electric (GE) in Sourcing Industrial Systems, e-procurement, Corporate Research and Development, and Business Process Simulation activities; and at the Manufacturing Systems Research Center of the Tecnológicode Monterrey, as a researcher in a Collaborative Networks and Virtual Enterprises project and in a AT Kearney/ITESM Benchmarking project.
Panelist Short Biography
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Panel Discussion Questions
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Question 1
How we can communicate the business people that “collaboration” is a BIG opportunity?
“By showing real success cases… Business people are more ready to believe in other business people”
“Set-up social networks to spread the word” “Clear business cases” “New business models”
“Define advantages of collaboration in business terms: save money, boost sales, new customers, maximize capacity, increase standards”
“Workshops” “Real examples and study cases” “Participation in Business Conferences”
“Advantages of collaboration vs. Disadvantages of competing alone” “Business Book with real cases”
“Create a business oriented Website with: case studies, glossary of terms, directory of local network”
“Key performance indicators to show the impact of collaboration”
“Nightlight the potentiality in emerging collaboration business opportunities in the market”
“Business models: New revenue and costs models based on collaboration”
some post-it ideas...
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Question 2
What we should communicate to Industry? (reference models, business processes,
technology tools, etc.)“Downloadable good practices… best practices, guides and handbooks”
“Modeled business processes” “Simple and successful business examples”
“Examples of real cases in a easy / simple language” “Reference models applied to real cases”
“Business models: strategy, KPIs, processes, ICTs” “First of all, minimal information sharing”
“Business processes, because collaboration impact the way of working… then tools”
“Show new business models and simulate results by designing new business processes”
“Interviews with happy collaboration customers” “Models that are directly applicable to real life scenarios”
“Reference models, Business models, Business processes”
“We should communicate that independently of particular models or processes…collaboration leads to important results such as business increasing, cost reductions, new partnerships”
some post-it ideas...
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Question 3
What type of mechanisms we should use to communicate the collaboration message?
(business cases, workshops, conferences, etc.)“Regional workshops organized by professional associations” “Workshops and Websites”
“Business cases and workshops: It is fundamental to be close and to feel interaction with the businessmen”
“Case studies and demonstration deliverables” “Via workshops and industrial associations”
“Business cases based on workshops centered in an specific area”
“Big local and national events” “More focused meetings with companies, CEOs and managers”
“Business cases, consulting, personal relations.. Focus on clarity”
“Business cases - successful and non-successful” “Face-to-face meetings and online discussion”
some post-it ideas...
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Panel Conclusions
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• The audience of this panel, composed by “academics” and “practitioners”, have reached to some common agreements to support the Next Generation Collaborative Networked Organizations:
– The strong need to consolidate “Collaborative Networks” as a recognized scientific discipline by the academic and industry worlds.
– The necessity to move from theoretical concepts, models, methodologies and prototypes into real business ideas, models, best practices and ready-to-use collaborative tools.
– The call for two different knowledge transfer languages, one oriented to the academic people and another one oriented to the business people.
– The need for “Handbooks” to explain with real successful and non-successful cases how to create and manage successful Collaborative Networks in different domains and application environments.
– The demand for a good balance between scientific conferences, industrial workshops and common forums to bring together researchers, consultants and businessmen in order to share a common vision about Collaborative Networks and their challenges.
– The necessity to clearly identify, characterize, recognize and promote the benefits of “collaboration” as an important strategic business element for organizations’ competiveness and survivability in the near future.
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Panel Acknowledgments
Universidade Federal
De Santa Catarina
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PRO-VE Program Chair: Prof. Luis M. Camarinha-Matos
Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Panel Audience - Pictures
Panelists: Ricardo Rabelo (Virfebras Network), Arturo Molina (IECOS Network), Joseba Arana (Orona Network)
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Panel Audience - Pictures
Panelist: Michel Pouly (Swiss Microtech)
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Panel Audience - Pictures
Panelist: Peter Bertok (Research, Teaching & Healthcare Networks)
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Panel Audience - Pictures
Panelist: Andrew Crossley (ServQ Network)
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Panel Audience - Pictures
Morning Audience
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Next Generation Collaborative Networked OrganizationsSpecial Panel Session
Panel Audience - Pictures
Panelists with Afternoon Audience
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