Udbuds- og kontraktformer som et virkemiddel til at skabe værdi gennem innovation. Sebastiano Lombardo, Head of Innovation Norconsult

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1 Udbuds- og kontraktformer som et virkemiddel til at skabe værdi gennem innovation Sebastiano Lombardo, Head of Innovation Norconsult

2 Sebastiano Lombardo Head of Innovation at Norconsult AS NTNU Sivilingeniør (1997) BI Norwegian Business School Master of Management (2006) PhD candidate (2013) Certified E.deBono instructor Past experience: Statoil, SINTEF, Gjensidige, Norsk Hydro Master trainer Co-Creation Program Norsk Hydro ASA

3 PhD project - The Value of Co-Creation a study to understand successful client - consultant interaction based od empirical data from 30 projects cases of which highways (6) railways (4) metro (1) airports (1) topics in the 4 articles creativity under constraints value definition strategic implications of co-creation creativity best practice today I propose insights from this research

4 Tendering and Contract forms as an instrument to create value through innovation Sebastiano Lombardo, Head of Innovation Norconsult

6 I WILL KEEP THIS SIMPLE ;-) yet not trivial

7 I WILL PROVIDE YOU WITH TOOLS TO REFLECT AND ACT

8 INNOVATION and CONTRACTING interesting because of the definitional issue

9 INNOVATION & CREATIVITY ANY DEFINITIONS?

10 CREATIVITY defined 2 1

11 Creativity awareness Think of a highway project that is about to start. How does the contract contribute to shape "the box"?

12 INNOVATION PROCESS defined Focus Idea Generation Idea evaluation Final choice

14 Tender design Evaluation of Offering Contract I will highlight a few key aspects with respect to innovation

15 Tender design Evaluation of Offering Contract Planning phase regional planning vs building the road Key Competence Pricing model Fixed vs pr/hour Incentives

16 Tender design Require innovation management competences Require an Innovation Process design as a part of the offering independently from the level of planning propose a focus for the innovation process Include incentives

17 Tender design Evaluation of Offering Contract Solution design Key Competence evaluation criteria! % weight? Price evaluation criteria! % weight? Project Organization innovation team included?

18 Evaluation of offering Check Innovation management as key competence in addition to geology, construction, landscape, etc. Check for any description of how the innovation process is designed focus areas (at least) phase descriptions duration budget participants etc.

19 Tender design Evaluation of Offering Contract Scope Work packages Schedule / Deadlines Daily fines

20 Contract Contract can be the show stopper. the most normal and trivial excuses for not having innovation Scope: "this is just a technical issue" Budget: "we have no resources for that", Schedule: "we have no time left" the most real cause for not having innovation Lack of relevant knowledge and compentence on both sides

21 through innovation processes in highway projects

22 HOW DO YOU DEFINE: VALUE?

23 THE VALUE CONCEPT Value defined in terms of capital variation. economic, cultural, social, symbolic currencies

24 VALUE CO-CREATION practices ACCESS TO CAPITAL EXPLOIT THE CAPITAL

25 Co-created Value calculations V tot = Capital total = 4 k=1 Capital k W k 25

26 THE BUYER'S PERSPECTIVE CO-CREATION acknowledge the buyer's role in the value creation Buyer's COMPETENCE how does a cost-effective innovation process look like? how to asses an innovation process design? how to define value? how to take into account all the forms of value?

27 Conclusions and recommendations Change the rules to foster innovation? not necessary not sufficient Ask always and explicitly for innovation in the tender (not as an option) Enhance buyers knowledge and competence Training program for Professional Innovation Service Purchase.

28 Thank you! mobile:

The Concept Research Programme

The Concept Research Programme Introduction The Research Programme The Norwegian Ministry of Finance initiated in 2000 a quality assurance scheme to ensure improved quality-at-entry in large public projects. As a result 10-20 of the