value of smart business networks
DESCRIPTION
RSM Alumni Event Smart Business Networks in the Cloud, February 12, 2009.TRANSCRIPT
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The Value of Smart Business Networks:
Experiments and Experiences
Eric van HeckRotterdam School of ManagementErasmus University Email: [email protected]/evanheckRSM Alumni Event – February 12, 2009© Eric van Heck, 2009.
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Smart Business Networksin the Cloud
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• Motivation and Introduction
• Business Case: – Thebigword – Translation Services
• What Smart Business Networks Should Be Able to Do?
• Some Critical Components:– Network Horizon – example Delta Lloyd– Network Structure – example PD Tasks Networks– Business Operating System – example Cordys – Advocate Agents – example Trading Agent Competition
• Conclusions
Menu
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www.sbniweb.org5
Smart Business Network Participants
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Tsinghua UniversityAlibabaBritish telecomCordysElsevierIBMTsinghua
Science Park
SBNi
2008: Beijing, China
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SBNi 2004, 2006, and 2008and Special Issues in JIT (2005) and DSS (2009)
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• Smart Business Networks as New Competitive Business Model
• Smart Business Networks will cooperate and compete to fulfil customer needs
• What is different?
– Competitive advantage created by the network not the individual organization
– Acceleration of network’s ability to combine and act– Intelligence embedded in the smart business network captured
in the business operating system– Real business opportunity with a thorough understanding of the
science
Introduction
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• TheBigWord: Translations at fast speed
One example:
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Thebigword: Translation Services in the UK(Chris Holland et al, 2005)
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• Global Scale to international customers
• In wide variety of industries including financial services, technology, manufacturing, travel, and retailing
• Adaptation to local markets (customers’ preferred language)
• Employs approx. 4,500 “mother tongue” linguists
• Innovative use of IT to support every aspect of its operations
Thebigword: Translation Services in the UK(Holland et al, 2005)
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Web Services in the Translation Market:Translations available within 48 minutes(Holland et al, 2005)
Content
Content
Dealing articlesauthored at06:30
Language versions available at07:30
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• Network
– TheBigWord links 4,500 “mother tongue” linguists to clients worldwide
• Acceleration
– Fast translation process – from hours to minutes
• Intelligence embedded
– Standardized linkages and processes
• Business – Science
– Business architecture and web services
What is different?
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...An IT-enabled platform for dynamically linking different businesses having different ‘capabilities’ to build a ‘networked business enterprise’ with innovative business strategies for competing in the changing markets and environmental conditions.....
Bhusnan Saxena, MDI Gurgaon, India, 2008
Definition of a Smart Business Network
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What are characteristics of the new business network approach? (Van Heck & Vervest, 2007)
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1. Customer Interaction
2. Modularity : Product / Process / Network
3. Information sharing / Network Horizon
4. Network Structure
5. Network Orchestration
6. Infrastructure: Business Operating System
What Are Critical Components?
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• Customers are searching online
• Customers are buying offline/online
• Customers are designing products/services
• Customers are forming networks to discuss products and services
1. Customer Interaction
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• Combine modular products (Customer Interaction) with a modular organisation (Asset Configuration)...
• ... resulting in the end customer designing not only the product but the whole (virtual) value chain
2. Modularisation
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Customer demands
CoreFirm
Product modules
A1
Organisationmodules
B1 B2
C1 C2
D1
E2
A2
D2
E1
A2
D2
E1
The end customer designs the (virtual) organisation and value chain
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• Research focuses on:– Bridging Positions in Business Networks
• Why does a bridging position of the focal firm strengthen?
– Network Horizon• What is the impact of network horizon?
– Weakening of positions• How sustainable are bridging positions?
• PhD Research Project Diederik van Liere supported by Delta Lloyd
3. Information Sharing / Network Horizon
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The bridging position
• Bridging position in a network connects actors who are not directly connected to each other
• Firms in bridging positions are more likely to:– Access diverse information
and opportunities– Broker the flow of
information and resources among firms
– Control projects that bring network participants together
Bridging position
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Why does a bridging position strengthen? • A firm must have information
about the business network to strengthen its a bridging position
• Network horizon: the completeness of information a firm has about the business network
• Network horizon of these companies determines the intensity of competition for bridging positions
• Differences in network horizons between companies we refer to as network horizon heterogeneity
Bridging position
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• Network positions change:– Network horizon– Network horizon heterogeneity
• Differences between firms in terms of their network horizon determine the intensity of competition for bridging positions
– Resource similarity between partner firms• Firms with similar resources are more likely to shift
their network position because they are taken advantage
• Overall conclusion:The most valuable network position is the least
sustainable
Results (Van Liere, 2007)
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You can download the PhD dissertation at:https://ep.eur.nl/handle/1765/1
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.
Network of information flows between tasks of an operating system development process. This PD task network consists of 1245 directed information flows between 466 development tasks. Each task is assigned to one or more actors (“design teams” or “engineers”) who are responsible for it. Nodes with the same degree are colored the same.
4. Network Structure:Product Development Task Networks(Dan Braha & Bar-Yam, 2005)
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• Tasks executed by actors (design teams or engineers)• Information flows
• Design iterations delay the time required for product development
• Complex networks are scale-free networks e.g. robust to random failures of nodes, but vulnerable to failure of highly connected nodes
• Complex networks are dominated by a few highly central tasks
Such PD Task Networks consist of:(Braha & Bar-Yam, 2005)
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Structural propertiesPath
lengthClustering
coefficientDegree
distributionIn-
(out-) degree
Networks are everywhere
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• The one that is interacting with the customer
• The one that is combining the modules
• The one that is designing the products
• The one that is organizing the financial flows
• The one that is organizing the logistical flows
5. Network Orchestration
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• Quick Connect, and Disconnect• Embedded Business Logic• Goal Directed Service Composition• Use of Advocate Agents• Business Network Visualization and
Dashboards
6. Business Operating System
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customerdashboard
performancedashboards
business network actors
ERP CRM HR Proc ESM
business operating system
SAP
Siebel
PeopleSoft
Ariba
Tivoli
process intelligence
man
agem
ent
partners
workflow
functions - applications
invokethe
transaction
monitorand
report
The Network Business Operating System Contains the Overall Business Logic
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Example : Cordys Platform
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Research by John Collins, Wolf Ketter, and Maria Gini –Winners of the SBNi award 2008.
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• Smart business networks will emerge in high speed markets
• Critical components:
Customer InteractionModularity : Product / Process / NetworkInformation sharing / Network HorizonNetwork StructureNetwork OrchestrationInfrastructure: Business Operating System
• Working together in a smart way by using product and process modules, fast connect and disconnect capabilities, advocate agents, network visualization and dashboards.
Conclusions
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In: Communications of the ACM, Vol. 50, Nr. 6, p. 29-37, June 2007