Download - Fitt Toolbox Network Management Scorecard
www.FITT-for-Innovation.eu
Tudor – Network ScoreCard Suite
FITT
(Fostering Interregional Exchange in ICT Technology Transfer)
2 | 05.01.2009 Name / Event Partner Logo
Managing a network
Managing an organization based on collaboration (cluster, network...) is a challenge. It requires to :
- Balance strategic focus and emerging issues
- Create immediate and middle-term creation of value to ensure the sustainability
- Define and assess a non financial performance
The Network ScoreCard Suite is a method designed to support networks management through the collaborative development of management tools.
- The approach of the NSC Suite relies on 3 principles
- It comes in 3 steps
- And provides 3 outputs.
3 | 05.01.2009 Name / Event Partner Logo
A participatory approach (1/3)
The NSC Suite is based on a participatory approach:
- Fostering the emergence of a clear and shared strategic vision
- Fostering the involvement of participants
- Creating links and trust among participants,
raising their cooperation capacity
- Raising awareness on performance issues
- guarantying the coherence and legitimacy
of outputs
4 | 05.01.2009 Name / Event Partner Logo
An integrated approach (2/3)
The NSC Suite integrated approach covers the management cycle of a network
NSC Suite 1:
STRATEGIC VISION
NSC Suite 2: Plan of action
NSC Suite 3:
ScoreCard
5 | 05.01.2009 Name / Event Partner Logo
A structuring approach
A four-dimension approach of performance
- raising awareness on non-financial value creation,
- balancing immediate and long term performance (lagging and leading indicators)
Members
Who are our members?
External context
How do we interact with our environment?
Benefits
Which added value do we create for our
members?
Organization
How do we organize ?
6 | 05.01.2009 Name / Event Partner Logo
NSC Suite: 3 steps
NSC Suite 1: Strategic vision
Values
« we are »
Strategic objectives « we want to »
Operational objectives
« we have to »
Strategic map
NSC Suite 2: plan of action
Identification of
activities
Planification
Priorisation
Plan d’action
7 | 05.01.2009 Name / Event Partner Logo
NSC Suite 1: Strategic vision
The first step consist in elaborating a clear and shared strategic vision
Structured in three levels:
Values: “we are”
Strategic objectives “we want to”
Operational objectives: “we have to”, coming in four dimensions:
Benefits: Which added value is created to members?
Members: who are the members and what is their level of cooperation?
External context: how does the network interact with its environment?
Organisation: how is the network organized?
In which operational and strategic objectives are aligned
8 | 05.01.2009 Name / Event Partner Logo
Strategic Objective 1
Strategic objectives
« we want to »
Values : We are « ….. »
Op
erat
ion
al o
bje
ctiv
es :
« W
e h
ave
to»
Operational objective 7
Operational Objective 4
Operational objective 5
Operational objective 6
Operational Objective 3
Operational
objective 1
Strategic Objectives 3
Strategic Objective 2
Operational
Objective 2
Output NSC Suite 1: strategic vision
9 | 05.01.2009 Name / Event Partner Logo
NSC Suite 2: plan of action
The second step consists in operationalizing the strategic vision
The participants identify and plan relevant activities to carry out the
strategy
Description of the activity
Responsible person, partners to mobilize,
Deadlines or frequency
The activities are prioritized
10 | 05.01.2009 Name / Event Partner Logo
Output of NSC Suite 2: plan of action
PriorityName of activity
Objectives of activity
description of activity
Tasksresponsibl
eanimator
concrete output
frequencydeadline
participants
externalresources
11 | 05.01.2009 Name / Event Partner Logo
NSC Suite 3: plan of action
The third step consist in building a ScoreCard to assess the
achievement of the strategy
Participants identify and build indicators to assess the level of
achievement of their strategy, mainly:
What is the criteria for assessing that an objective is achieved
What is the expected level of performance?
The animator gathers indicators in the ScoreCard, a system of
indicators creating a global and balanced vision of performance
A responsible is named for the exploitation of the ScoreCard
12 | 05.01.2009 Name / Event Partner Logo
Output of NSC Suite 3: ScoreCard
Strategic objective 1 Strategic objective 2 Strategic objective 3
Operational objective 1 Indicator B-1 Indicator B-1
Operational objective 2 Indicator B-2
mem
ber
s
Operational objective 3 Indicator M-3
Operational objective 4 Indicator E-4
Operational objective 5 Indicator E-5
Operational objective 6 Indicator O-6
Operational objective 7 Indicator O-7
ben
efit
s
Objectif stratégique
Objectif opérationnel
org
anis
atio
nex
tern
al c
on
text
13 | 05.01.2009 Name / Event Partner Logo
Who?
Stakeholders
• Key stakeholders of the network
• Founding members, Members of board, Animator, Historical members...
• Animator, Guardian of the method, moderator
Facts & Figures
Co-developed 2006 with a network, in the framework of the TINIS project
Experimented on three networks at different stages of their lifecycle
YAJUG: Yet another Java user Group: emerging network around the Java technology
CASSIS: network of consultants around the CASSIS label
CLUSSIL: club for IT security
LISA: College of Chief Information Security Officers
14 | 05.01.2009 Name / Event Partner Logo
Network Scorecard Suite
PRO’s
• Improves network management
• Tailored-made tool for networks
• Support to network sustainability and performance
• Support to network communication
• Internally: with members
• Externally: towards external partners
CON’s
• Time consuming for TTO
• Follow up:
• Short-term: exploitation of ScoreCard needs some support
• Middle-term: need for some yearly reviewing of indicators
15 | 05.01.2009 Name / Event Partner Logo
Why is a Scorecard useful for networks
Challenges of network management:
1. Balance strategic focus and emerging issues
2. Create immediate and middle-term creation of value to ensure the sustainability
3. Define and assess a non financial performance
The collaborative elaboration of the network ScoreCard Suite has an impact on the structuring of the network itself:
• Crystallisation of individual expectations in a clear and shared strategic vision
• Progressive enrolment of founding members in the management of the network
• Raised reflexivity towards performance issues
• Stabilisation of the network organization
16 | 05.01.2009 Name / Event Partner Logo
Lessons Learned
Difficulty to convince networks of the relevance to get involved in the NSC Suite
Preliminary interviews help understand the critical issues for a network in
particular, adapt the language
Prove the potential benefits
Some issues/objectives/indicators are recurrent among all networks
Animator progressively gains in experience and quality of support is
improved
17 | 05.01.2009 Name / Event Partner Logo
Suggested Readings
Link to bibliography:
Network ScoreCard Suite User Guide (French)
Link to code book:
Network