Day 2: Workshop Collaborative Business Networks
08.00 Registration and coffee
09.00 Welcome and introduction, Dr. Adrian Plüss
09.10 European and regional innovation strategies as frameworks for industrial clusters, Dr. Jürgen Vogel
09.30 Dublin Cluster Strategy, Dr. Eoin P. O‘Neill
10.00 Innovation trough co-operation in the Plastics-Cluster, Werner Pamminger 10.30 Break
11.00 Association of IT-Service Providers in South-West Saxony, Prof. Dr. Günther Neef 11.30 Silicon Saxony – the European Microelectronic Network, Dr. Wolfgang Hermann 12.00 Introduction to Workshops, Dr. Adrian Plüss and workshop leaders
12.30 Lunch
14.00 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 15.15 Presentation of key findings and discussion in the plenum, speaker, workshop-leader 16.00 Break
16.15 Roundtable with Questions/Answers Prof. Dr. Bernhard Katzy, Dr. Hermann Löh 17.30 End
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.
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.
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
Customer
Enterprise
network
VE Temporary Organization for real busi-ness opportunity (competences enginee-ring, 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
Enterprise Network versus/and Cluster
© ZPA, Plüss, A. und Huber, Ch.: Kooperations-netze der Wirtschaft, Vdf-Verlag, Zürich 2005
Network
virtuellefabrik.ch
production network within the focus mechatronic’s
allitell.ch
procurement network within the focus raw materials
iplnet.ch
research network with integrated production/ and logistics
virtuellbau.ch
network with focus buildings, building covers, interior fittings
apokop.at
network of pharmacists within focus health
network-resas.de
SME network with focus regenerative energy systems
kitd.de
network with focus of the information technology
icm-chemnitz.de
network with focus of mechanical engineering
Cluster
kunststoff-cluster.at
cluster with focus plastic
silicone-saxony.net
technology cluster with the focus of microelectronics
amz-sachsen.de
cluster with the focus of automobile supplier
8 networks and 3 cluster
© ZPA, Plüss, A. und Huber, Ch.; Kooperations-netze der Wirtschaft, Vdf-Verlag, Zürich 2005
Session 1:
Managing networks
Matthias Freitag
Session 2:
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
Workshop-Results
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
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
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:
The workshop logical flow will be as follows
- Presentation of CNOs concepts and definitions
- Description oftypical business interactions among CNOs
- Analysis of anexemplary Value Chain involving different CNO in the value configuration - Presentation of the envisaged overall Integrated Business Scenario
- Identification of barriers and potential solutionfor the scenario realisation
(facilitated collaborative session)
CNOs ICT Solution
Providers for CNOs
Enterprise Networks Virtual Enterprises Professional Virtual Communities Virtual Teams Infrastructure CNO Specific Services CNO Common Services
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)
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.