Day 2: Workshop Collaborative Business Networks

Transcription

1 Day 2: Workshop Collaborative Business Networks Registration and coffee Welcome and introduction, Dr. Adrian Plüss European and regional innovation strategies as frameworks for industrial clusters, Dr. Jürgen Vogel Dublin Cluster Strategy, Dr. Eoin P. O Neill Innovation trough co-operation in the Plastics-Cluster, Werner Pamminger Break Association of IT-Service Providers in South-West Saxony, Prof. Dr. Günther Neef Silicon Saxony the European Microelectronic Network, Dr. Wolfgang Hermann Introduction to Workshops, Dr. Adrian Plüss and workshop leaders Lunch Parallel Workshops on focus topics - Managing networks, Matthias Freitag - Requirements for training high-tech entrepreneurs, Dr. Eion O Neill, Nicole Röttmer - An integrated business scenario for Collaborative Networked Organizations, A. Bifulco Presentation of key findings and discussion in the plenum, speaker, workshop-leader Break Roundtable with Questions/Answers Prof. Dr. Bernhard Katzy, Dr. Hermann Löh End

2 Day 2: Workshop W5 Collaborative Business Networks Introduction Enterprise networks have increasingly moved into the center of practitioners', politicians' and academic attention due to their relevance in regional development and the creation of innovations. In a dynamic environment, networks provide a platform to SME s allowing them to flexibly and dynamically bundle their resources and to co-operate with additional players, such as research institutes to deliver complex products. This workshop provides an overview over and a discussion of public policies addressing networks as part of regional innovation strategies, how co-operation in networks and clusters can foster innovation and how networks can be managed. The focus is on real life examples, which provide the basis for vivid discussions of innovation management and network management in the workshops.

3 Day 2: Workshop W5 Collaborative Business Networks Objectives The workshop aims is to facilitate the exchange of experiences and the identification of best practices with regard to innovation in networks and network management. More specifically, factors impacting innovation commercialization performance will be identified. Training of high-tech entrepreneurs to enhance innovation performance in networks will be discussed. With regard to managing networks, a conceptual framework indicating relevant ratios for network management will be developed.

4 Characteristics enterprise network and cluster Enterprise network: To make business is absolutely prior (increasingly self-financed) Most of the partners are companies Number of partner < 25 Strengthening the enterprise Strong affinity the perform production and services Consensus development by entrepreneur Rather local und regional position Custer: Regional industry orientation, development and agency are prior (lobbying,promotion) Partner can be companies and other regional authorities Number of partner > 25, several networks together Cluster contribute to regional development Development of the relations care, the exchange of experience and info Consent development by different groups of interests (more interdisciplinary) Job market development and qualification development play an important role Beside regional also supra-regional cooperation

5 Enterprise Network versus/and Cluster Enterprise network Customer VE Temporary Organization for real business opportunity (competences engineering, development, mechanical processing) VE Source network, breeding environment with several enterprises (not customer demand specific) Cluster with regional Enterprise networks for ex. automotive cluster, medical cluster, with politicians, universities Cluster ZPA, Plüss, A. und Huber, Ch.: Kooperationsnetze der Wirtschaft, Vdf-Verlag, Zürich 2005

6 8 networks and 3 cluster Network virtuellefabrik.ch allitell.ch iplnet.ch virtuellbau.ch apokop.at network-resas.de kitd.de icm-chemnitz.de Cluster kunststoff-cluster.at silicone-saxony.net amz-sachsen.de production network within the focus mechatronic s procurement network within the focus raw materials research network with integrated production/ and logistics network with focus buildings, building covers, interior fittings network of pharmacists within focus health SME network with focus regenerative energy systems network with focus of the information technology network with focus of mechanical engineering cluster with focus plastic technology cluster with the focus of microelectronics cluster with the focus of automobile supplier ZPA, Plüss, A. und Huber, Ch.; Kooperationsnetze der Wirtschaft, Vdf-Verlag, Zürich 2005

7 Day 2: Workshop Collaborative Business Networks Workshop-Results Session 1: Session 2: Managing networks Matthias Freitag Requirements for training high-tech entrepreneurs Dr. Eion O Neill and Nicole Röttmer Session 3: An integrated business scenario for Collaborative Networked Organisations (CNO) Roberto Santoro and Andrea Bifulco

8 3 parallel workshops on focus topics results session 1 Session 1: Managing networks Matthias Freitag This workshop session is intended to be an interactive meeting aimed at stimulating and gathering the participants' views and ideas on management of networks. The presentations will be just aimed at setting the focus on the addressed topics and stimulating the debate, so leaving enough time for the open discussion. Topics to be discussed: Communication, decision and negotiation mechanisms in networks Social coordination, integration, and control: Trust and Culture Integration, coordination and linking pin-roles Common staff Hierarchical and Authority relationships Planning and control systems Incentive systems Information systems Good Practices

9 3 parallel workshops on focus topics results session 1

10 3 parallel workshops on focus topics results session 2 Session 2: Requirements for training high-tech entrepreneurs Dr. Eoin O Neill, Nicole Röttmer This workshop session is designed to be an opportunity for exchanging perspectives and experiences on high-tech entrepreneurs needs in the commercialization process of their ideas. Based on the morning s presentations by Dr. Jürgen Vogel and Dr. Eoin O Neill, we will jointly Identify the major challenges for high-tech entrepreneurs in the innovation commercialization process Develop creative solutions to the major problem in a stringent brainstorming process Discuss the solutions with regard to their preconditions, implications and participants experiences

11 3 parallel workshops on focus topics results session 2

12 3 parallel workshops on focus topics results session 3 Session 3: An integrated business scenario for Collaborative Networked Organisations (CNO) Roberto Santoro and Andrea Bifulco This workshop is intended to be an interactive session aimed at investigating integrated business scenarios involving Collaborative Networked Organisations (CNOs) and the corresponding ICT solution providers: CNOs Enterprise Networks Professional Virtual Communities Virtual Enterprises Virtual Teams Infrastructure CNO Specific Services ICT Solution Providers for CNOs CNO Common Services The workshop logical flow will be as follows - Presentation of CNOs concepts and definitions - Description of typical business interactions among CNOs - Analysis of an exemplary Value Chain involving different CNO in the value configuration - Presentation of the envisaged overall Integrated Business Scenario - Identification of barriers and potential solution for the scenario realisation (facilitated collaborative session)

13 3 parallel workshops on focus topics results session 3 The two main barriers identified in the workshop are reported below: Barrier#1: The vision of integrated CNOs is today quite distant from current practices The market addressed by the scenario is constituted by CNO organisations for which ICT collaborative solutions are intended to be provided. This market has still to be considered emerging. The business oriented PVC paradigm is quite new, as compared to VO e VBE. The following specific potential barriers for PVC were envisaged: Trust among members Conflict of interest and IPR issues between members and their parental companies Existing ICT networks provide ad-hoc solutions to VOs and early VBE implementations. Proposed approach for overcoming the barrier: Promote awareness campaign especially for the emerging paradigms (e.g. PVC) Deploy exemplary pilot cases for fostering the practical investigation of the vision Lesson learned: Need for an integrated business model for CNO. In order to define an integrated business model for CNOs, it is important to develop detailed business models for each of all the CNOs, including possible value propositions for the other collaborative network typologies (multi-stakeholder perspective)

14 3 parallel workshops on focus topics results session 3 Barrier#2: Long time and high costs to set-up CNO ICT collaborative platforms The current practice is to customise integration of basic modules (reusable solutions) for support cooperation of collaborative networks. The delivered ICT solutions address customer specific requests and require significant integration with the existent legacy systems. Proposed approach for overcoming the barrier: Availability of an horizontal Low Cost ICT infrastructure where services can be configured and plugged in. Lessons learned: The current practice of establishing networked organisations for the delivery of custom made collaborative platforms suggest to consider a networked organisation scheme for the development and delivery of complete ICT solutions for CNOs, including infrastructure.

15 Impressions