3rd Edition SPECIAL PANEL SESSION ON

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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 Federal De Santa Catarina

PRO-VE’11 São Paulo, Brazil , 17-19 October 2011

CNOs Case Studies SIG

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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 •

–

Panelist 2: Dynamic and Collaborative Business Networks in the Fashion Industry, Italy & Portugal •

–

Manuel Fajardo

Panelist 7: Aprovale e Aprobelo, 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 •

–

Luís Osório

Panelist 5: Evaluation of Collaborative Networks: Case Study of Brazilian Virtual Enterprises, Brazil •

–

Ovidiu Noran

Panelist 4: The Portuguese Via-verde Case Integrated Mobility Services, 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 •

–

Luis Berasategi and Xabier Gorritxategi

Rolando V. Vallejos, Kadígia Faccin, Janina Macke

Discussion Questions Conclusions Acknowledgements Event Pictures

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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 nonsuccessful 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

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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.

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FAGOR GROUP´s Innovation Network

Luis Berasategi: Innovation Researcher & Practitioner [email protected]

IKERLAN S. Coop. Xabier Gorritxategi: Innovation Director [email protected]

FAGOR S. Coop.


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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/

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Agenda Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

• Introduction • Network Overview • Network Creation • Network Operation • Network Management • Conclusions

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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

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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

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Network Overview (1/3) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

Business group made up of 210 companies

Near 90.000 workers

Billing € 10.459 million 7th in the ranking in Spain

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Products Home solutions

Cooling, Front loading Washing-machines, Dishwashers, Ovens, cookware, Comfort, Furniture

SP

Knowledge

Technology

Hobs, Top loading Washing-machines, Tumble dryers, Dishwashers, Ovens, Microwave ovens, Extractor hoods

Kitchens, Front loading Washing-machines, Top loading Washing-machines

PL

FR

Electronics, Electronics Thermodynamics, Design, Vibrations and noise, Interaction design Mechanical Engineering, Nutrition, Design, Interaction design, Anthropology

Gas

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FAGOR GROUP Innovation Network

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Network Creation (1/4) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

axis1: cross &

axis2:

international

efficient & open

axis3: Home appliances &

axis4: multi-product, multi-technology &

our networked collaborative innovation system based on a practical and open methodology adapted to our needs

Home solutions

multi-competence

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®TALAI-SAREA REFERENCE

MODEL

INTERVENTIONS DIRECTORY INNOVATION CNO ACTIVITY MODEL

INNOVATION CNO ACTOR MODEL ®TALAI-SAREA METHODOLOGY

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INNOVATION CNO ACTIVITY MODEL

THE ORCHESTATION OF INNOVATION CNO THE STRATEGIC ORIENTATION

THE INNOVATION FACTORY

THE COLLABORATION SPACE

THE DNA OF THE COLLABORATIVE INNOVATION

THE RESULTS MEASUREMENT

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INNOVATION CNO ACTOR MODEL

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INNOVATION CNO ACTOR MODEL

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Network Operation (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

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VBE: INNOVATION MANAGEMENT WHAT MUST WE KNOW ?

WHO KNOWS?

¾ KNOWLEDGE AREAS ¾ KNOWLEDGE PARTNERSHIP

PVC PVC: KNOWLEDGE AREAS INTELLIGENCE RESEARCH & EXPLORE

SIGNS INTERPRET

¾ BUSINESS OPPORTUNITIES

VT VT: NEW CONCEPT IDEATION IDEATE

ASSESS & CHOOSE

¾ IDEA CONCEPTS ¾ PATENTS

VO VO: PRODUCT INNOVATION PROJECT DEVELOP

CONTINUE/ HOLD/KILL DECIDE

¾ PRODUCT CONCEPTS ¾ PRODUCT PROTOTYPES

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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

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IF

IF

INTER Innovation Network Orchestration KIpB: Knowledge Intensive partners board BGsP: Business Group strategic partnership

IF

IF

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IF

IF

INTER Innovation Network Orchestration KIpB: Knowledge Intensive partners board BGsP: Business Group strategic partnership

PERSON OPEN channels Orchestration LLmB: Living Lab management board CAsN: Cooper-Activistas Social network

IF

IF

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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 the CNO to leverage resources and intentions.

transparent to the members of

• 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.

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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 continually throughout the life of the project. They are iterative and incremental with

• The

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

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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

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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

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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.

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Dynamic and Collaborative Business Networks in the Fashion Industry

Ahm Shamsuzzohaa, Timo Kankaanpaaa, *Luis Maia Carneiro, Ricardo Almeida, Andrea Chiodi, Rosanna Fornasiero [email protected]

University of Vaasa, Finland; INESC Porto, Portugal; Synesis Consortium, Italy; CNR-ITIA, Italy PRO-VE’11 São Paulo, Brazil , 17-19 October 2011

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• Business Case 1: Textile and Apparel • Business Case 2:Footwear • The Net-Challenge Framework • Conclusions

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Business Case 1: Textile and Apparel • Network members (initial situation):


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Business Case 1: Textile and Apparel •

•

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 design (RFS)

• -


Fabric (Riopele)

Dying (1)

Components (3)

Manufacturing (3)

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.

Logistics (3)

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Business Case 1: Textile and Apparel


• 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.

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Form Phase Goal: •

To create a quotation for a Business Opportunity;

•

One VO is created for each Business Opportunity.

Actions: w To define main activities and its dependencies; w Collaborative planning assumes a critical role; w To establish the characteristics for each activity: – – – –

Starting date and finish date; Partial deliveries; Responsible partner; Price.

Critical Partners: w Fabric Partner, Printing Partner (Dying), Manufacturer.

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Business Case 1: Textile and Apparel Adopted methods and tools (from the Net-Challenge framework)


Share ideas Share documents and technical files

Performance management

Monitoring & Event management

Exchange user to user messages

NetXTechFashion

Promote forums and blogs

Collaborative planning

Classify and organize major partners

Publish and promote the business

Organize physical meetings

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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.

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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.

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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.

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The companies of the business case in the overall scenario... FOOTWEAR PRODUCERS, STYLISTS

LAST MAKERS

MATERIAL SUPPLIERS

EXTERNAL DESIGNERS

Italian Converter

CAD-CAM SUPPLIERS FACTORY

CAD/CAM/CAE

LEATHER SUPPLIERS (TANNERIES)

SYNTHETIC MATERIAL SUPPLIERS

SOLE, INSOLE, ACCESSORIES SUPPLIERS

LAST MAKERS

CUTTING STITCHING

COMPONENT MANUFACTURERS

LASTING & INJECTION MOULDING FINISHING & PACKAGING

DESIGN

MANUFACTURING

PACKAGING

INTEGRATED PRODUCER

Synesis

DISTRIBUTION NETWORK

MACHINE TOOL BUIDERS

EXTENDED ENTERPRISE ERP, PDM SUPPLIERS CUSTOMERS

REGISTERED CONSUMERS

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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.

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Screenshot of the Product Concept Module: General info on the product

Detailed info on components

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ETO scenario – Form VO – description of components:

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ETO scenario – Operate VO – Deploy order during manufacturing process:

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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.

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• 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.

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Net-Challenge Framework Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

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Focus in the Development of Methods and Tools


•

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).

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NET-CHALLENGE: ICT Platform Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

Collaborative Planning

Monitoring and Event Management

VO Formation and Operations Management

Business Community Management

Product Platform & CTO

Performance Management

Partner Search

Product Concept & BOM

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Community management and Collaborative planning


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Event management Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

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Product configurator Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

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Conclusions and Future Developments


•

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.

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Griffith University School of Information and Communication Technology

Ovidiu Noran [email protected] Griffith University Brisbane, QLD Australia


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• 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.

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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

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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) H

ICT VS B D

E

A Loc2 Loc1

I

F

C Loc3

G

Loc4

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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.

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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!).

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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.

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Collaborative Network / Virtual School Creation Process • Subsequently an Enterprise Architecture advisor provided a threestage 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 subsequently dissolved for different reasons).

University

(Faculty

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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.

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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.

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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 to the necessary level.

for

this

purpose

must

be

detailed

• 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.

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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.

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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).

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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.

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The Portuguese Via-verde Case Integrated Mobility Services

ISEL Luís Osório [email protected]

ISEL/GIATSI PRO-VE’11 São Paulo, Brazil , 17-19 October 2011

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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 exclusively tolling.

Via-verde

company/service

was

• Meanwhile other concessions were created joining the Via-verde and making this way a National wide electronic toll payment service.

ISEL

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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

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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

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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

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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

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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

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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

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The future Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

• An integrated workbench collaborative network (CNO).

to

manage

such

a

• 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

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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 [email protected], [email protected], [email protected]


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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.

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• Prodweb overview. • Prodweb creation – history and processes. • Prodweb operation. • Lessons learned and best practices.

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• Established in Passa Quatro, south of The State of Minas Gerais, Brazil. • Created in September 2008. • Started with 4 members, presently has 13 members.

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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.

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CRM/HelpDesk Communication Technology

Skype MSN Social Network E-mail

P A R T N E R

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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.

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Best practices adopted: • Service training; • Quality of production; • Frequent

briefings

/

brainstormings

communication and design; • Production by iterations; • Weekly face to face meetings.

to

improve

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Currently detected problems are: • Communication failures are major weaknesses; • Difficulties

operating

in

an

abstract

environment; • Collaborative climate is not a reality.

and

virtual

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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.

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VIRTUAL CITY ERP NETWORK A COMMON ICT PLATFORM FOR ENHANCING BUSINESS COLLABORATION Manuel Fajardo [email protected]

Colombian Entrepreneur PRO-VE’11 São Paulo, Brazil , 17-19 October 2011

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• 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.

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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.

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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

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ERP Implementation

SMEs Case* Implementation cost: Certification cost/employee: Capabilities: Mainteinance Cost/consultant/day: Collaboration Level: Less than 5% with ERP solution

• ERP Suppliers • Software suppliers • Hardware suppliers • Professionals • Consulting Camarinha-Matos & Afsarmanesh, 2008

US1 Millón > US 5000 Own > US 600 Few

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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

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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

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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

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BENEFITS • ICT costs reduction. • A collective leapfrog towards higher productivity. • SMEs provided with global connectivity • Achievement of city goals impossible to reach individually.

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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.

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LONG-TERM GOALS

1. Implement the basic software in SMEs alliances. Base case = 300 SMEs Implementation cost = US$ 0.00 2. Provide support and maintainace service in the ERP Base case = 800 persons Certification cost = US$ 0.00 3. Develop competences in software development * * See Capabilities Network Creation

GENERIC STRATEGY

1. Network collaborative working. 2. The ERP as a city service. 3. Development of Triple-Helix (Academia + Government + Industry). 4. Leadership, culture and human capital.

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VALUE PROPOSITION 1.

CUSTOMERS

FREE ERP

2. Helpdesk + Cloud computing services 3. 50% reduction of consultation costs 4. Intangible assets construction based on knowledge.

• SMEs • Big firms • City

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• • • • • • •

KEY PARTNERS Universities ERP supplier. Graduates + undergraduates Equipment (hardware) suppliers. Telecom suppliers. Public Institutions. Financial Institutions. VALUE CONFIGURATION

CAPABILITIES • ICT services managed based on ITIL© Governance. • Project Management based on PMI©. • Business analytics for innovation. • Collaboration.

• Long-term public-private alliances (e.g. VBE) • Virtual community of certified graduates (e.g. PVC) • Brokers, Projects (e.g. VO), Teams (e.g. VT) and service management. • Government Network • Strategy

VALUE PROPOSITION

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VALUE CONFIGURATION

COSTS Network Creation Implementation US$ 13,800,000.00 (300 SMEs) Education US$ 8,000,000.00 (800) Cloud computing US$ 7,500,000.00 Communications US$ 4,000,000.00 Staff (5%) US$ 1,665,000.00 TOTAL US$34.965.000.00

VALUE PROPOSITION

CUSTOMERS

REVENUES Network Creation SMEs (300 x US$15,000) Big firms (40 x US$50,000) TOTAL US$ 6,500,000.00 Network Operation Year 1 Pay per Use US$ 51,400,000.00

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Challenges ahead…

Leadership

Institutional Knowledge

• Awareness about networks nature and potential. • Methodologies and practice deposition.

• Combine different institutes in the same project. • Find sponsors. • Universities network as a VBE with active members.

• Resolving conflicts of interest. • Avoid the “NIH” syndrome. • Collective interests preservation rather than individual interests. • “Holism” and long term development.

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Reasons for belonging to the alliance… Organizational

Financial/ Economical

Social

Trust Perspectives

Behavioral / Management Msanjila & Afsarmanesh, 2008

Technological

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Organizational


Social

Trust Perspectives

Behavioral / Management

Technological

SMEs • PMI project practices. • ITIL service standards. • Certified consultants. • City project.

Undergraduate and Graduate • City project. • Perspective and mobility. Msanjila & Afsarmanesh, 2008

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Organizational


Social

Trust Perspectives


Technological

SMEs • Members contributions • Productivity higher than operational cost • Free ERP Implementation

Undergraduate and Graduate • Free certification. • Competitive returns. Msanjila & Afsarmanesh, 2008

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Organizational


Social

Trust Perspectives


Technological

SMEs • ERP world‐class. • Digital platform. • Preparing for the future.

Undergraduate and Graduate • Global knowledge. • New access. • Professional formation. Msanjila & Afsarmanesh, 2008

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Organizational


Social

Trust Perspectives


Msanjila & Afsarmanesh, 2008

Technological

SMEs • Ethic code. • Good management code. • Members recognized by their economic authority. Undergraduate and Graduate • Ethic code. • Good management code . • Possibility to be a shareholder.

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Organizational


Social

Trust Perspectives


Msanjila & Afsarmanesh, 2008

Technological

SMEs • Qualified employees generation. • Institutional strength. • Social network development. Undergraduate and Graduate • Meeting point “software café”. • Member from a virtual community .

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Operational Model

VO

VT

SCM

PERMANENT BROKERS MARKET

Projects

PVC

Education

Services

VBE

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Operational Model VO

VT

SCM

Strategic Tier: • Long term network configuration and management (VBE, PVC). Non-profit organization.

PERMANENT BROKERS MARKET

Projects

Education

Services

• Create and lead the brokers (profit organization) • Balanced initiative.

PVC

VBE

developing

of

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VT

SCM

Project Brokers: • Project plan (VO planner). • Execution (VO coordinator). PERMANENT BROKERS MARKET Projects

Education

Services

• Cases building (knowledge management). • Service catalog subscription.

PVC

VBE

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VT

SCM

Education: • Graduate+ undergraduate attraction. • Portfolio definition.

PERMANENT BROKERS MARKET Projects

Education

Services

• Training plan. • Certification. • PVC administrator.

PVC

VBE

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Operational Model

Services:

VO

VT

SCM

• Service plan. • Level service agreement. • Requirements solving.

PERMANENT BROKERS

MARKET

Projects

Education

Services

• Services synchronization customers.

chain for

• Economic evaluation. PVC

VBE

• Evaluation of Customer satisfaction.

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Network Evolution Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

Software Development

• Market expands •ERP competence exploits

Knowledge Export

• Use new functionality • Enterprise-Clients-Suppliers-Sponsors connection

Advanced

• Own market • ERP competence center

Basic

0

1

• New developments • City recognition

2

3

4

5

years

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• It is possible to generate economic sustainable process with a share value and social inclusion perspective. • A MARKET APPROACH where the value is created from enterprises, it DOES NOT REACH the set goals. • UNIVERSITIES and SMEs productivity have an space to conect and develop INTANGIBLE ASSETS based on knowledge. • The COLLABORATIVE NETWORKS paradigms, methodologies and practices are bases to support the initiative, THE ISSUE is related to the institutional LEADERSHIP role.

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Aprovale e Aprobelo

Rolando V. Vallejos [email protected] Kadígia Faccin [email protected] Janina Macke [email protected]

University of Caxias do Sul PRO-VE’11 São Paulo, Brazil , 17-19 October 2011

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Prof. Rolando V. Vallejos is Mechanical Engineer from the Technical University of Oruro (1987), Master in Mechanical Engineering from Universidade Federal de Santa Catarina (1992) and PhD in Industrial Engineering from Universidade Federal de Santa Catarina (2005). He is currently professor at the University of Caxias do Sul and has experience in Manufacturing (Mechanical Engineering) and in Production Management (Industrial Engineering), acting on the following topics: mold and die manufacturing, manufacturing processes optimization, intelligent manufacturing systems, lean manufacturing, supply chain management, collaborative networked organization, with emphasis on Virtual Enterprises and Virtual Organizations.

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• The Serra Gaúcha, The Gaucho Highlands, is the mountainous region in the northeastern portion of Rio Grande do Sul state in southern Brazil. • This mountainous region is home to many Brazilians of German and Italian descent. Consequently, the cities in the Serra Gaúcha reflect German and Italian influences through their architecture, gastronomy and culture.

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•

The cluster's production of Serra Gaúcha is responsible for 80% of the national production of wine.

•

Brazil occupies the 17th position in the ranking of wine producers in the world. Figured as the fifth largest producer of the southern hemisphere, which includes countries of more recent production, exceeded only by Argentina, Australia, South Africa and Chile.

•

CNOs: APROVALE and APROBELO

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•

The Brazilian wine industry is going through some difficulties. In addition to the unfavorable world stage with the intensification of global competition where wine producing countries implement aggressive strategic actions, there are internal adverse conditions in Brazil: – low consumption of wine per-capita (1.8 l/pp) compared to Argentina and Uruguay (30 l/pp); – there is a lack in the culture: moderate drinking wine with meals – high incidence of taxes (42% of the price), in Argentina and Chile remains at half of that.

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•

However, some private and even government agencies stimulate the formation of collaborative networks in southern Brasil. Serra Gaúcha became the region where the formation of networks, was eased up by the culture and the history of immigration bringing to light the culture of mutual assistance and cooperation for the local development.

•

In addition to the networks of cooperation in this emerging industry, other agents form the basis for sustaining the wine industry, such as higher education institutions and government agencies.

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APROVALE The APROVALE Association was founded in 1995 to meet the legal requirements of the Geographical Indication in the city of Bento Gonçalves. Thus, six wineries have joined and started this process. Over time the roles of the association expanded and, consequently, have expanded goals. Today APROVALE has 31 wineries and 25 members not related wine producers, including hotels, guesthouses, restaurants, handicrafts, and other dairies.

APROBELO APROBELO was founded in 2003 and now has 12 wineries associated. The network is located in the city of Belo Monte do Sul, the former district of Bento Gonçalves, emancipated by Law 9564 of March 20, 1992. Belo Monte do Sul is the largest producer of grapes for sparkling wines in the country (largest wine producing city per capita) of 95% rural economy. The municipality has 2,242.76 hectares of vineyards planted and ranks fifth in the state.

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APROVALE

It was created to meet the legal requirements of the Geographic Indication. The Vale dos Vinhedos was the first region in Brazil to obtain the indication of origin of their products by displaying the stamp of Control in Wines and sparkling wines made by the associated wineries. Of the 31 wineries associated, 15 have the stamp of Geographic Indication. The regulation of IPVV (Indicação Geográfica Vale dos Vinhedos), regulates the production (allowing some cultivars), the grapes production system, the geographical development area, products aging and bottling, products patterns of identity and chemical quality, standards of identity and organoleptic quality, and product labeling.

APROBELO

The association was idealized to attend goals to develop and encourage the improvement of wine products produced in the family vineyards, help to organize and preserve the physical spaces of Belo Monte do Sul in order to leverage local tourism and encourage the process of the population education.

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Both CNOs were also created to qualify their suppliers and get technical support supplied by federal and state entities, such as the Brazilian Agricultural Research Corporation (EMBRAPA), Rio Grande Association of Enterprises Technical Assistance and Rural Extension (EMATER), the State Foundation Agricultural Research (FEPAGRO), the Agricultural Research Corporation of Santa Catarina (EPAGRI), the Federal Center for Technical Education of Bento Gonçalves (CEFET-BG) and universities like the University of Caxias do Sul (UCS), University of Santa Maria (UFSM), University of Vale do Rio dos Sinos (UNISINOS) and Federal University of Rio Grande do Sul (UFRGS).

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The entry invitation. According participate

of a company in the CNOs may be by voluntary request or by There are criteria for acceptance or rejection of this company. to results of research, the main expectation of a company to in the network is based in the exchange of technical information.

The results emerge for competitive gains, since the sharing of technical expertise from partners on the process of production or sales, for example, can increase the productivity of both. In addition, the network helps in development of joint actions, allowing the overall reduction of costs and production, information and conflict resolution between the associates.

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• The importance of assessing social capital in collaborative networks: – high level of social trust and strong reciprocity norms, reduce the transaction costs; – social networks attenuate the risks, allowing that their members engage more in innovations; – social networks facilitate the fast information dissemination and with this, they reduce the asymmetries; – social networks allow that its members solve easily their collective problems.

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• The importance of assessing collaborative networks:

competence

in

– to know how to build a common representation to operational problems and the goals to be achieved; – to establish a common operative language that represents the capacity to communicate inside the network; – to know how to cooperate into a network with different norms, cultures, resources and cognitive procedures.

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• Organizational competences are dynamic and complex elements that vary with the technological advances and changes in organizational marketing strategies. This dynamic view of competences indicates that organizations must continually change and learn to adapt to the external environment changes. • Drejer describes inter-related: – – – –

four

elements

that

are

technology (physical system and tools), people (the basis of competence development), organization (formal system of management), culture (informal organization).

dynamically

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•

The following model - “Collective competence development in collaborative networks” - proposes that network foundation context (especially social capital conditions) is fundamental to establish learning patterns and the competence development system.

•

This system converges to collective competences and competitive advantage. However, to keep competitiveness, the network has to make a choice: • to change, building new dynamic capabilities using its organizational radar and intelligence, or • to stay inflexible face to the need for change.

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Network Results (1/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

• CNOs strategic goals consist of: o Strengthening the management of the associations. o Consolidating the position of Vale dos Vinhedos in the market. o Strengthening the culture of cooperation. o Enhancing the institutional relations of the association with the community, government and local tourism industry. o Encouraging the continuous quest for excellence of products and services. o Protecting and preserving the natural landscape and the cultural identity of Vale dos Vinhedos.

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Network Results (2/2) Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

And the vision for the future planned by its members is to have stronger associations, with integrated members, committed to the collective development of Vale dos Vinhedos, establishing itself as an economically viable and sustainable enotourist destination of excellence. CNOs have also defined its values: • • • • • •

Cooperation. Awareness of environmental preservation and economic sustainability. Respect for the individuality of companies, suppliers and consumers. Service excellence provided by associated businesses. Representation. Ethics.

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CNOs are formed because common interests of the participating organizations. Once the network is formed, new interests may arise. We realize that one interest is the exchange of information and knowledge. For the network success is necessary to strength the development of Social Capital. It was shown that there is a correlation between Social Capital and competitiveness in organizations that form the CNOs Aprovale and Aprobelo.

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Panel Discussion Question Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

How to better strategize the large body of

empirical knowledge of the Collaborative Networks scientific discipline? “By strengthening the collaboration between academics and industrial generals in the development, test and refinement of reference models and toolkits to support collaboration” “By sharing among CNO managers best management practices and lessons learned in different collaborative forms (e.g. virtual organizations, virtual industry clusters, professional virtual communities, etc.) and collaborative strategies (co-creation, co-innovation, etc.) – Incentivize knowledge sharing” “By creating tools to model the value of expectations in collaborative endeavors to support CNO managers expectations and their decision-making process to join, stay or leave a collaborative initiative/project” “By providing better templates for (collaborative) intellectual property agreements, revenue models and costs structures to support network management” “By creating better prospective and measurement tools to forecast and measure the performance of a collaborative network (e.g. scorecards, risk management, etc.)” “By offering solid information and communication technologies, not prototypes, to support virtual collaboration” “By creating tools to identify and characterize the potential collaboration benefits for an enterprise/organization of joining a collaborative network, allowing CNO manager to clearly understand the potential benefits”

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Panel Conclusions Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

• The panel audience reached some common agreements on important elements to support a wide adoption of the collaborative networks paradigm in the industrial landscape: – Working in closing the bridge between the academic and industry worlds. Academy should better balance its research activities between basic and applied research, in other words, moving more into the direction of user and business-driven living lab research. Industry, on the other hand, should provide academy with more opportunities to test and refine its innovative concepts, methods, models and tools on the business side (real usage environments). – Working (academics) in developing such innovative methods and tools beyond prototypes: “real commercial collaborative tools”. There are a lot of inventions at universities and research centers that need the support of formal technology transfer processes to ensure that scientific and technological developments are accessible and ready-to-use for the industrial generals (e.g. enterprises, organizations, clusters, etc.). – Working (industrials) in facing the challenges of co-opetition: “collaboration and competition” – investing in collaboration preparedness.

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1st SPECIAL PANEL SESSION ON Towards the Next Generation Collaborative Networked Organizations: International Challenges, Trends and Research Opportunities “Past, Present and Future of Collaborative Networks: Moving from Theory to Practice” 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) Download e-Book: http://www.slideshare.net/davidromerodiaz/prove-09-next-generation-collaborative-networked-organizations

Universidade Federal De Santa Catarina

PRO-VE’09 Thessaloniki, Greece, 7-9 October 2009

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Next Generation Collaborative Networked Organizations 2nd Edition -Special Panel Session

2nd SPECIAL PANEL SESSION ON Towards the Next Generation Collaborative Networked Organizations: International Challenges, Trends and Research Opportunities “Emerging Collaborative Networks in Industry: Sharing Management Experiences” Special Session Organizing Committee David Romero (ITESM, Mexico City), Arturo Molina (ITESM, Mexico City) Ricardo Rabelo (UFSC, Brazil), Luca Cagnazzo (UNIPG, Italy) Download e-Book: http://www.slideshare.net/davidromerodiaz/prove-10-next-generation-collaborative-networked-organizations


Università degli Studi di Perugia

PRO-VE’10 Saint-Etienne, France, 11-13 October 2010


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Panel Acknowledgments Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session



PRO-VE Program Chair: Prof. Luis M. Camarinha-Matos

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Panelists - Pictures Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

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Panelists - Pictures Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session

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Panel Audience - Pictures Next Generation Collaborative Networked Organizations 3rd Edition -Special Panel Session