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Networkability van Netwerken?
Dr. Martin SmitsCenter for Research on Information Systems and Management (CRISM)
School of Economics and Business [email protected]
Bedrijvendag Gridforum â 25 juni 2007
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Tilburg University
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âWat zou het mooi zijn als je de mogelijkheden van
meerdere computers
en de randapparatuur die daaraan verbonden is
op een simpele manier kan ontsluiten?â
â⌠zo eenvoudig als met een stekker stroom uit een
stopcontact halen âŚ.â
(âWat is een GRIDâ, Foster en Kesselman, 1998)
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Bediening via RT3?
Signaal naar Aux?Voeding?Bediening via ipod?
Belkin TuneCast⢠Mobile FM Transmitter
GRID: een zegen GRID: een zegen voor de consument?voor de consument?
enâŚâŚ enâŚâŚ Navigatie op postcode?Navigatie op postcode?Navteq? MagnetiMarelli?Navteq? MagnetiMarelli?
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Networkability van Netwerken?⢠B2C â B2B⢠Intro:
â Netwerkâ business busâ networkabilityâ performance
⢠Voorbeelden:â Unitech netwerkâ Aces Direct netwerkâ Kantonal Bank netwerk
⢠En dan?
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Take aways
⢠Succes van je bedrijf wordt bepaald door succes van het
business netwerk.
â Hoe ontwikkelt zich zoân business netwerk?
â Wat kun je daar als bedrijf aan doen?
⢠Succes business netwerk wordt bepaald door
â Networkability (van Producten, Processen, Organisatie, IT)
â IT investeringen: interne IT => IOSintern => IOSextern
â Governance mechanismen in het business netwerk
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Aandeel van de transactiekosten in US-BNP steeg van 25 % (1870) naar 55% (1970) en 60% (2000)
[Wallis/North 1986; Mertens et al. 2000]
Verklaring is de verticale differentiatie in veel industrieen
[Corsten/Gabriel 2004, 23]
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(1) Business Netwerk
⢠Drie of meer organisaties, onderling verbonden, zodanig dat een gezamenlijk doel kan worden gerealiseerd (Provan ea, 2007)
â 1985-2005: 26 empirische âwhole networkâ studies
â Hoe ontwikkelen netwerken zich?â Hoe worden ze bestuurd? (netwerk governance?)â Hoe worden collectieve resultaten gerealiseerd?
⢠âteveel focus op 1 organisatie betekent het missen van succes uit collectief gedragâ
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Firm 1
Firm a Firm b
Firm c Firm N
Whole Network; âSmart Business Networkâ
Netwerkorganisatie
Firm performance
Network performance
IOS/ relationship
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Veel voorbeelden van de behoefte aan efficiente netwerkvorming
Opstarten samenwerking
Entry barriers
Beeindigen samenwerking
Exit barriers
Uitvoering samenwerking
Stroomlijnen Transacties
Netwerkvorming
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Netwerkorganisatie en IT infrastructuur
(2) Business Bus
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Business Bus
eServicee.g. Credit rating
e Servicee.g. Bill presentation
eServicee.g. Directory service
eService. . .
. . . . . .. . .
Product documentation
Accessories
Insurance
Integratore.g. Dealer
Publish
Garage
Rent-a-car
Customere.g. Car owner
Information
Driver
Police
Configure ConfigureProduction planning
Finance Finance Payment
. . . . . . . . .
Producere.g. Car manufacturer
(2) Business Bus
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(3) Networkability
Networkability is an organizationâs capability to ...
⢠efficiently cooperate with internal and external partners
â˘Quickly establish, develop and dissolve IT-based business relationships
(Wigand et al, 1997)
Networkability bepaalt de efficientie van netwerkvorming door een individuele organisatie
0
1
2
3
4
Process
0
1
2
3
4
Product en Services(Modularization; digitization..)
Proces (transparatieConflict mgmnt)
Information Systems(standaarden; integratie)
Organization Structures(power distribution; granulariteit; etc)
Employees(ability to..acquire inf)
[Oesterle, Alt, 2002]
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Vier soorten netwerk-onderzoek
(e.g.: Structuur,Processen, Relaties, Governance,IT gebruik, Business busNetworkability)
(IT performance, business performance)
Provan ea, 2007
Alt & Smits, 2007
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Onderzoek naar Netwerken⢠Wat gebeurt er met het netwerk als geheel?
â Longitudinaal; vergelijkend; good cases
⢠Aandachtspunten:â Structuur: Positie van organisaties in het netwerk (centraal/
perifeer); Relaties (direct/ indirect)
â Processen/ functioneren/ governance
â Business Bus: IT, applicaties, standaarden
â Networkability (product, proces, staf, IT)
â Performance
⢠Wat betekent dit voor organisaties in het netwerk? En voor
IT leveranciersâŚ
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Unitech
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Unitech (in 2000: 360 fte, $ 170 m)âhandheld scanners (ADC) for commercial logisticsâ
AppleHP ea
(40)materialsuppliers
inTaiwan
sales, distributionTaiwanesecustomers
design, production, sales, distribution
BU1
BU2
design, production
BU3
Sales, distribution
Sales, distribution
Sales, distribution
Sales, distribution
USA
China
EMEA
Japan
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MaterialSupplier 1
MaterialSupplier 2
IntelNEC, Sony,
Philips
MaterialSupplier 3
MaterialSupplier N
Unitech Taiwan R&D, Manufacturing
Marketing, Sales
>
<
<
<
<
retailer
retailer
retailer
retailer
retailer
Customers
<
0
>
=
Netwerk structuur 1997
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MaterialSupplier 1
MaterialSupplier 2
MaterialSupplier 3
MaterialSupplier N
retailer
retailer
retailer
retailer
retailer
CustomersEMEAUnitech
TaiwanR&D, Manuf
UnitechEurope
Sales, Distr
UnitechOther
branches
Third partySolutionProvidersTaiwan
40 Third partySolutionProvidersEurope
IntelNEC, Sony,
Philips
Netwerk structuur 2001
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MaterialSupplier 1
MaterialSupplier 2
MaterialSupplier 3
MaterialSupplier N
10SystemIntegr
retailer
retailer
retailer
CustomersIn
EuropeUnitechTaiwan
R&D, Manuf
UnitechEurope
Sales, Distr
UnitechOther
branches
Third partySolutionProvidersTaiwan
7Value AddedDistri-butors
IntelNEC, Sony,
Philips
Netwerk structuur 2007
retailer
retailer
65%
30%
⏠8 M/yr
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Governance?
Large & smallSuppliers
Unitech Taiwan
Unitech Europe
Retailers&
Solution providers
ab c d fe
Db
Lb Lb
Da
La
Ib Ia Ic
Lc
Dc
Lc Ic
Dd
Ld
Id
De
IeLe
Ie
Lf
If
Df
Lf
If
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6 x governance & busformatie?⢠Alignment a. IT infrastructure did not meet the business requirements. UT
aimed to achieve better internal fit: business strategy (Da) affected the organizational structure (La), finally impacted IT applications (Ia).
⢠Alignment b. Strategies (Db) and SCM processes (Lb) of large UT-suppliers forced UT SCM to use on-line inquiries of inventories (Lb) and to implement application b, a web site (Ib) to support this.
⢠Alignment c. Business strategy in UT (Dc) drives IT strategy (Lc), impacting the ERP system and SCM in UT and UE (Ic).
⢠Alignment d. In order to achieve the new business strategy objectives (Dd), UE had to re-build the company structure (Ld), and acquire a proper (but simple) IT infrastructure (Id), to meet the basic requirements of internal control (Ld).
⢠Alignment e. UE decided to further develop its own IT infrastructure to enable downstream SCM by developing a simple web site (system e). UE strategy drives (De) UT SCM processes (Le), resulting in a website and influencing SCM in downstream partners (Ie).
⢠Alignment f. In 2003, UE decided to develop an ERP based on-line ordering system (system f) to improve process efficiency, accuracy of internal and external management reports and to provide online order fulfillment to regional partners (Df), influencing SCM and SC structure (intensify the linkages between the business processes and IT architecture) and a planned IT strategy (Lf), leading to the implementation of a website (If).
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Networkability Scores
0
1
2
3
4Product
Process
Information SystemsOrganization Structures
Employee
UnitechTaiwan
Unitech Europa
0
1
2
3
4Product
Process
Information SystemsOrganization Structures
Employee
UnitechTaiwan
Unitech Europa
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Unitech Netwerk Performance⢠Business
â Improved customer satisfaction (=> top 5)⢠Rapid responses? swift repairs and upgrading⢠More customer services, customized products, prices
â Improved annual sales & revenues (1997-2002-2006?)â Inventories => 30% of sales (1000 products; 3000 spare parts)
⢠ITâ No standards (ERPs Oracle en Navision)â Basic information sharing (e-mails)â Simpele web-portals en cataloguesâ Geen netwerk business bus
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Bevindingen Unitech Case
⢠Complexe relatie tussen âstructuur van netwerkenâ, ânetworkability van organisatiesâ en ânetwerk performanceâ
⢠Aanwijzingen datnetwerk performance sterk kan verbeteren zonder
substantiele networkability van IT
⌠maar verdere ontwikkeling wordt belemmerd als IT networkability laag is âŚ. (?)
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ACES DIRECT
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Aces Direct IT retail in Nederland
OEMs
Business client
BB product specification services
IcecatBB order processing services Onetrail
6 7
BB IT services
IT companies
BB lease services
Lease Companies
BB Physical distribution services
DHL
Microsoft
HP
HP
Toshiba
Aces Direct
TechData
IT retail markt (NL): ⏠2 mrd /jrAD 1-2% markt aandeel; 17 fteTD (NL) ⏠400 mln/yr
IngramMicro
Copaco
ECTPluz
SMEs
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Networkability Scores
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Bevindingen Aces Direct Netwerk
⢠Structuur van het netwerkâ AD = focal actor, ketenverbredingâ New ties with Camera and TV suppliers; leasing; maintenanceâŚâ #direct ties â (7) & # indirect ties â (>20)â Firm level = standardization of products, services, processes
⢠Netwerkprocessenâ Shared objective: âfulfilling IT servicesâ, varying per actor â Chain becomes Service networkâ Competition with other IT- retail networks (MISCO, price quality)
⢠Business Performanceâ Fast growth in market âIT for SME in NLââ Customers evaluate overall AD performance; AD evaluates suppliersâ Shared performance indicators?
⢠IT performanceâ Network level = several (vertical) 1:1 IOSsâ National/ industry level = several N:1:M b-buses; product standards
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Bevindingen Aces Direct Netwerk
⢠Ook hier complexe relaties tussen structuur,
processen, networkability en performance
⢠Performance AD improved, due to (?)
â Specific (vertical) IT investments within the network
â Generic (horizontal) IT investments outside the network
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Swiss banking
⢠Group of 24 cantonal banks in Switzerland founded in 1907
⢠Total of 17â000 employees⢠90% of revenues within
Switzerland⢠Large tradition of shared services,
e.g. financial products, production centers
⢠Shared IT operations began in 1971 with RTC, followed by AGI in 1987 and Unicible in 1992
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EĂŠn network voor de cantonal bank group (1995)
St. Gallen
Thurgau
Zurich
Lucerne
Bern
Basel
Jura
Aargau
Schwyz
Nid & Obwalden
Uri
WallisNeuenburg
Schaffhausen
Appenzell
Glarus
Graubunden
Frbourg
SWIFT
RTC Business
Bus
centralized services
(e.g. product data)
SwisscantoFunds
VESECACredit Card
Foreign Exchanges
Reuters
Bloomberg
External services
Internal services RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
Business customers
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Drie netwerken voor de cantonal bank group (2006)
St. Gallen
Thurgau
Zurich
Lucerne
Bern
Basel
Jura
Aargau
Schwyz
Nid & Obwalden
Uri
WallisNeuenburg
Schaffhausen
Appenzell
Glarus
Graubunden
Frbourg
SWIFT
SwisscantoFunds
VESECACredit Card
Foreign Exchanges
Reuters
Bloomberg
External services
Internal servicsFINOVA ERP
RTC ERP
RTC ERP
RTC ERP
RTC ERP
AVALOQ ERP
AVALOQ ERP
AVALOQ ERP
AVALOQ ERP
FINOVA ERP
FINOVA ERP
FINOVA ERP
FINOVA ERP
FINOVA ERP
FINOVA ERP
FINOVA ERP
FINOVA ERP
FINOVA ERP
FINOVABusiness
Bus(Data enProcess
standards)
AVALOQBusiness
Bus
Business customers
Challenges on network level
⢠Redundant services (e.g. product data service within each network)
⢠Platform-specific services (e.g. Avaloq-services not usable within RTC network)
⢠Sunk costs when banks change service providers
RTC Business
Bus
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Bevindingen Swiss Banking⢠Structuur
â Clustervorming
⢠Networkability â Afname tussen de 3 groepen
â Toename binnen 1 groep
⢠Business performanceâ Meer diensten (per netwerk)
â Kostenstijging van services (minder economies of scale)
⢠IT performanceâ minder interoperability tussen de netwerken
â Hogere IT kosten op netwerk niveau (3 verschillende platforms)
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Conclusies literatuur & 3 cases⢠Networkability = f(Product, Process, Org., Pers., en IT)⢠Networkability(organisatie) Networkability(netwerk)⢠Cases:
â Unitech: Netwerk Performance â ook als NW IT =
⢠Maar voor meer performance is NW IT voorwaarde?
â Aces Direct: Netwerk Performance â â als NW IT â â
â Kantonnal Banken: Netwerk Performance â als NW IT â⢠Maar misschien tzt per cluster NW IT â â en performance â â
⢠Governance van netwerk en ITâ Vanuit focal actor perspectief (?)â Balans tussen interne IT, IT binnen netwerk en IT met andere
netwerken
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Netwerkvorming in de bancaire sector: Swiss survey shows increasing outsourcing activities by 2010
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10
20
30
40
50
60
70
80
90
100
RW
MK
HR
BS IT
PE
W
FP
L
RE
S
AP
M
RIM
KW
O
KR
DP
SD
KA
E
KR
T
KA
A
WA
E
WH
A
WA
A
ZB
E
ZA
E
ZA
A
KO
K
HY
K
RB
PB
IVV
CB IB
N=54Kernkompetenzprofil bei Banken (DACH)Kernkompetenzprofil bei Banken (DACH)
ADM Paymentexecution
SecuritiesLoans
Value adding activities of banks (n=54)
0
10
20
30
40
50
60
70
80
90
100
RW
MK
HR
BS IT
PE
W
FP
L
RE
S
AP
M
RIM
KW
O
KR
DP
SD
KA
E
KR
T
KA
A
WA
E
WH
A
WA
A
ZB
E
ZA
E
ZA
A
KO
K
HY
K
RB
PB
IVV
CB IB
HeuteZukunft
Eigenfertigungsprofil bei Banken (DACH)N=54
Degree of inhouse
organization(n=54)
2005
2010
2005
2010
SalesCompetencecenters
SettlementSupport
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Networkability â design objects
⢠Products and servicesâ Degrees of modularization/ specificity of adaptations/ multiple usability
⢠Processesâ Transparency for partners/ openness of information exchange/ existence of
conflict management system/ inter-organizational monitoring/ coordination scenarios
⢠Organization structureâ Distribution of power/ homogeneity of organizational structures/ granularity
and flexibility of organizational units/ ## internal&external partners⢠Employees
â Ability for personal networks/ ability to acquire information⢠Culture
â Distribution of benefits between the partners (reciprocity)/ intensity of exchange of knowledge and experiences/ lived openess/ dealing with trust
⢠Information Systemsâ Use of application and communication standards/ form of IT integration (EDI;
remote login; ERP@Web)/ security mechanisms & access rights