key learning points from the study: digital transformation · • digital engineering •...
TRANSCRIPT
Digital Transformation
How Information & Communication
Technologies are disrupting Established
Industries
HGK, Zagreb – November 28, 2017
Key Learning Points from the Study:
Slide 2 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
• Introduction of the study : authors, targets, cornerstones, structure & methodology
• General trends & key findings:
• technology as driver of transformation („software is eating the world“)
• productization & servitization, PSS
• monetization of digital products & services
• customer interface as key strategic position
• strategy & organisation
• platform-based ecosystems
• Recommendations for Industry & Business
• Digitalization as a huge challenge and collaborative task
• German National IT Summit as central interface between Government, Business, Academia & Society
• how to improve collaboration in complex environments: CBA/MGA & collaboration software
• digitalization and the political system
• Recommendations for Government
Agenda for Presentation
Slide 3 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Digital Transformation – Research Project
–
• for the German Federal Ministry of
Economic Affairs & Energy:
• performed by the following consortium:
https://business-services.heise.de/specials/studie-digitale-transformation/english-version.html
• available since January 2017
• project start was May 2015
• budget: €2m (70% subsidized)
Slide 4 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Authors from 4 institutions
Slide 5 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
1. Relevance of the Digital Transformation for
a) companies of
different industries
b) the collaboration among stakeholders from Government / Business / Science / Society
2. Findings & implications for 3 industries
resulting from an international comparative survey
3. Recommendations for Research & Science, Business & Industry; Government & Society
Targets of the study „Digital Transformation“
• business models
• strategy
• organization
• data analysis
• autonomous systems
• digital engineering
• automotive
• machine-building
• logistics
• value proposition
• value creation architecture
• revenue modelsocio-economic domain
technical domain
Slide 6 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Cornerstones of the study
3 Industries in comparison
automotive machine-building logistics 5regions
199Interviews with
experts and
decision-
makes
automotive
ICTmachine-building
other
logistics
10 chapters & annex; 52 charts, 5 tables, 208 pages
Bilingual (German & English)
Slide 7 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Structure of the study – Table of Contents
1. Introduction
2. What is ICT-induced transformation?
3. Digital change in the automotive industry
4. Current situation and trends in the principals domains
5. Estimates and forecasts for the key sectors
6. General trends and findings
7. ICT-driven platform ecosystems
8. Digital transformation as a collaborative task
9. International comparison of the risks and potential associated with digitalization
10. Conclusions and suggested next steps
Annex
Slide 8 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Maturity model – a cross-industry comparison (see p. 191-197)
115 interview cards
general
questions
technological
maturity
socio-economic
maturity
risks &
opportunitiesToday
Future?!
5-stage-
maturity
model
value proposition
value creation
architecture
revenue model
strategy
organization
data analytics
autonomous
systems
digital
engineering
8 dimensions
machine-building logisitcsautomotive
Slide 9 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
The Maturiy-Model – current situation (Figure 26)
Slide 10 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
„Software is eating the world“: The digital disruption will affect all
industries…the mature and conservative ones included!
for digital companies is easier
to enter a different industry
than
for an established industry to
acquire ICT-skills!
customer
digital
company
digital service layer
successive
take-over of
industries
established
industry
monopoly of
customer needs
(i.e. Uber, Predix)
Skills: - Strategic comprehension
-Strategic management
- ICT skills
Slide 11 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
What’s at stake? The access to the customer…and hence, profitability!
Source: Handelsblatt , 14.03.2016
„ Companies that today know how to make good
machines or cars, but do not get proper
access to the customer, will tomorrow either disappear
as producers or lose their key relevance within the
value chain“
Slide 12 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Some key ideas
„Creative destruction“ /
„industrial mutation“
(Schumpeter, 1912, 1942)
disrupts a known path of performance improvement, redefining
performance. Happens when new participants offer basic functionalities
at lower prices on basis of new technologies.
„disruptive innovation“
(Christensen, 1996):
process that incessantly revolutionizes the economic structure from within,
incessantly destroying the old one, incessantly creating a new one.
2 observations regarding
ICT-induced disruption
• Process undergone by a product or service in a short period of time from
the marketplace’s edge to its mainstream
• Disruptive firms often simply transfer business models from the internet-
based world to real industry
„mutation“
(Zuboff, 2010):
Era of mass consumption is coming to an end. New era is focused on the
individual.=> individualized products & services at radically lower costs
Slide 13 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
The customer-interface is the key strategic positionwithin the emerging platform-based ecosystems
Tier
2
Tier
1OEM
Tier
3
exchangeability
customer-
interface
Customer
(from consumer to prosumer)
Uber
increasing profit margin
decreasing physical value-adding contribution
Skill: Strategic
comprehension
Slide 14 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Software-platforms as triggers of data-driven ecosystemsTec-share of top 10 most valued companies ($bn)
1995 2005 2015
0% 10% 58%
source: table based on Schmidt (2016)
Slide 15 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
ICT-driven platform ecosystem – example Google‘sAndroid (Figure 37)
Slide 16 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
PSS (Product-Service-Systems):Integral and customer-oriented service delivery
i.e. machine i.e. maintenance-
service
Product-
Service-
Systems
Product(s)
& Service(s)
Service(s)
& Product(s)
Product(s) Service(s)
i.e. offer of
manufacturing function
Skill: to acquire and analyze
large volumes of machine and
usage data
Skill: to automate a service in
the form of a software
application that can be offered
to a larger group of users at a
lower price
Skills: - to develop PSS;
- to involve customers in design
and improvements (co-design)
- to collaborate
Slide 17 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Digital products & services offer new possibilities of monetization:retrospective function enhancement – aggressive market penetration - dynamic pricing
OEM
supplier
eco-
system
dealer
ICT-
company
developer
customer
core
functionalitycontent
add-on
functionalities
core
services
add-on
services
€€
example: Tesla OTA-updates (~$2,500)
V1.0
(2012)
V1.33
i.e. Defrost Mode
V7.0
i.e. Autopilot
V8.0
i.e. Cabin Overheat Protection
Slide 18 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Software is fundamentally changing the process ofvalue creation (Figures 28 & 29)
sporadical
customer
involvement
Customer
becomes
prosumer
digital enterprise
digital twins
Slide 19 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Venkatraman’s “Five Levels of IT-enabled businesstransformation” (Figure 14)
revolutionary
levels
evolutionary
levels
Slide 20 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
A digitalization strategy is the necessary thrust for thetransformation of organizations!
Finding
The majority of the interviewed companies
stated that digitalization is an important
element of their strategy
but
almost none declared to actually have a
digitalization strategy in place!
Skill: Strategic management
Slide 21 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Issues regarding Strategic Management & Digital Transformation (DT)
• recognition of the strategic relevance of ICT-induced change is a function of company size and
distress level
• discrepancy between general understanding of DT and translating it into specific operational
measures within a company:
• need for context-specific interpretation & assessment of how DT works
• in conjunction with the domain specific business models
• need to identify opportunities
• need for detailed operational implementaion
• need to overcome parth-dependency
• domain specific vision
• cross-domain visions
• dematerilization
• integration
• informatization
• autonomy
• efficiency gains
• new business modelsdecisions
concerning platform
ecosystems
Slide 22 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Platforms for the Industry
• being offered or developed by Siemens, SAP, Microsoft, Bosch, GE, MAN, Deutsche Telekom,
and 1000 companies more. Device Insight: used by big SMEs.
• on the long run max. 50 thereof will survive, 2-3 per industry. Size & speed matter!
Success factors:
• high investment (>€100m; GE has spent more than $3bn; Siemens €10bn), also for acquisitons
• many technical interfaces, to enable access to many users
• tools for data-processing (big data, data analytics)
• deployed hardware (ABB: 70m connected devices and >70k control-systems; Siemens: 30% MS
of machine OS; GE with own data from power-generation and maintenance of air-plane engines;
Japan and China through robots)
• connectivity to free-accessible data (geodata, weather-data)
relevance of OPC UA
Slide 23 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
The need for ambitdextrous organisations –not a „spin-off”, but a a „spin-along” approach
Slide 24 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Recommendations – Business & Industry
have a digitalization strategy and use an ambidextrous organization
to get the right culture to implement the digitalization strategy
continuosly develop smarter product & services towards PSS
put much stronger focus on the end-customer
set-up shared platform ecosystems for digital products and services
aggressively strengthen digital skills of employees and management
mobilize the innovative potential of open ecosystems by using digital
forms of collaboration
Slide 25 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Contact
Nicolas Ivandić
mutualGains Solutions GmbH
Rieslingweg 17
67157 Wachenheim an der Weinstraße
Germany
T: +49 6322 9583850
M: +49 160 423 7839
Hvala na
pozornosti!
Slide 26 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Recommendations – Business & Industry
have a digitalization strategy and use an ambidextrous organization
to get the right culture to implement the digitalization strategy
continuosly develop smarter product & services towards PSS
put much stronger focus on the end-customer
set-up shared platform ecosystems for digital products and services
aggressively strengthen digital skills of employees and management
mobilize the innovative potential of open ecosystems by using digital
forms of collaboration
Slide 27 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Digitalization is a major challenge and will bedecisive for competitveness…and survival
Company
Value-creation and margins
shifts
access to customers
new business models
platforms & ecosystems
skills
State
Freedom, safety & prosperity
free societal order and state of
law (consitutional democracy)
employment
wealth-distribution
infrastructure (incl. interfaces)
Person
Self-determination and participation
autonomy
protection of private sphere
source of data
qualification / skills
Slide 28 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Digitalization and complexity
new worlds
new ecosystems
new channels to customers and markets
new market places
new skills
new players
new competitors
new sources of benefits and competitve advantage
new models of development
new technologies
neue Flexibilität
new ways of thinking
new forms of collaboration
new interfacesnew opportunities and risks
neue insights
new infrastructure
blurring of boundaries, speed and
interactivity
speed is critical
for the set-up of
new ecosystems!
Slide 29 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Digitalization: Opportunity or Threat?
Speed & Collaboration
are decisive!
Slide 30 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
The National IT Summit
Figure 42: Bodies in the thematic
area of digitalization
Central interface
for collaboration between
Government, Business,
Academia and Society
and
for shaping the Digital
Transformation
Slide 31 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
The National IT Summit
Table 3: Bodies within
the National IT Summit
9 platforms and 2 forums
for 7 action areas
33 focus/working groups
supported by many project
groups
Slide 32 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
National IT Summit of Germany Identified improvement potential
• Involvement of SMEs and start-ups
• Transparency: • selection of participants
• decision-processes
• results
• documentation
• effective and efficient collaboration:
• composition of the groups
• clarity in role allocation
• specific recommendations / result focus
• certainty about use of results
• professional moderation
• synergies / integrated work / networking
• digital tools
This is basically applicable to
all kinds of organisations and
bodies!
Slide 33 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Economically:
quicker and better outcomes + fast alignment of the framework,
in order to reach the targets of the Digital Agenda and the
Digital Strategy
#1 Objective of the Digital Agenda: „Better exploitation of Germany‘s innovation
potential for digital value creation und networking, specifically in the middle-size
companies in the traditionally strong fields of industrial technology and production
engineering in order to secure growth and employment“
Relevance of the findings
Politically:
it is urgent to give a voice to SMEs and start-ups
Slide 34 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
The overwhelming and increasing complexity caused by…
…cannot be overcome with„analog“ ways
number & heterogenity
of players
communication &
coordination required by
team-workinformation overkill dynamism
Slide 35 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Typical problems of collaboration and decision-making in groups
problematic acceptance
and legitimacy of
decisions
explosion in the number
of conventional
meetings
redundancies in the
work of unlinked groups
high participation-barriers of
place-bound formats of
participation
incomplete, partial
involvement of
stakeholders
poor transparency
lack of
synchronisation
typical blockades /
dominance of few
players
limited number of
participants
ineffective and inefficient
collaboration
„DEAD”-approach & simple
majority are no solutions
Slide 36 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
How to boost collaboration? through a powerful combination of methodology and technology
Consensus Building Approach (CBA) / Mutual
Gains Approach (MGA) for better solution-finding
& decison-making in groups
Consensus Building collaboration-software
comprehensive involvement of players by
slashing costs of participation
support of the Consensus Building Approach
scalability
Effective and efficient collaboration
The conditions for a quantum-leap in the collaboration within and among different bodies are given,
methodologically (CBA/MGA) as well as technologically (collaboration software, web 2.0)
Slide 37 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
The 4 Phases of the Mutual Gains Approach – Fig. 44
Slide 38 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Collaboration software: „many-to-many“ solutions that promotesintense interaction between users - Functionalities
• Brainstorming: anonymization and parallelization generate more ideas in shorter time. Availability in real time
• Discussion: structured, anonymous, semi-anonymous or not; anonymization and parallelization overcome barriers.
More ideas are generated than in verbal discussion
• Voting: with scales, multiple choice, preferences, rank order, etc and based in different criteria. Anonymously or semi-
anonimously based on group membership. Result in real time allow for fast and improved anylsis and evaluations
• Agenda: to organize activities chronologically and by topic. Templates reduce preparation-time and encourage
repeatable meeting processes
• Minutes: automatic and impartial documentation
• Other
Slide 39 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Powerful Electronic Meeting Systems: Collaboration softwareAnnex F
Slide 40 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Benefits of the powerful combination
Consensus Building Approachfor better outcomes
process-ownership of the participants
focus on interests instead of positions
joint exploration of tentative solutions and joint
solution-finding
credibility due to high transparency and observance
of commitments
build-up of longlasting relationships - networking
joint fact finding
lowers participation-barriers (participation not bound to
a place)
enables collaboration in large groups (discretionary
scalability)
overcomes typical blockades of group-work
reduction of project costs by 50-70%*
reduction of project time up to 90%*
Collaboration softwaretool to support team-working in larger groups
makes asynchron work on tasks possible
*(cases Boeing, IBM)
Slide 41 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Digital Transformation = Mutation = Convergence of technologicalcapabilites and values associated with self-determination
• The key notes of digitalization – blurring of boundaries, speed, interactivity
– will affect the political life
• New possibilities of getting informed and to participate in political discussions
and decision-making processes
• Autonomy/association and deliberation/decision will be redefined. There
will be shifts in the balance of powers.
• Fatigue symptoms of the Western democracy – „Postdemocracy“
(confidence loss, frustration, apathy, sinking voter turnouts, community as
hostage of particular interests) – and of the modern state. „Failed states“.
• Ending era of mass-consumption. New era is focused on the individual: Self-
determination as key value
• Mutation as reconfiguration of assets, caused by unmet needs
• New „genetic code“ with 5 functions: inversion, rescue, bypass,
reconfiguration and support
Mutation is much more than
an innovation or an industrial
change. „Mutations create new
frameworks…. They leverage new
technologies to do new things.
Historically, mutations have
superseded innovations when
fundmental shifts in what people
want require a new approach to
enterprise: new purposes, new
methods, new outcomes.“
(S. Zuboff)
Mutation will also hit the political system! Political ideas, institutions and life will change
Slide 42 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Recommendations – Government
improve digital skills in education, qualification and training
strengthen legal framework for digital ecosystems
support entry into digitalization
promote open innovations
promote digital forms of collaboration for open ecosystems
strenghten the digital infrastructure: „digitalize“ the interface
National IT Summit with the aid of the Consensus Building
Approach and collaboration software, thus giving example and
promoting the digitalization of other bodies
politics should face and shape its own mutation („digital state
turn“, „politics 2.0“)
Slide 43 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Contact
Nicolas Ivandić
mutualGains Solutions GmbH
Rieslingweg 17
67157 Wachenheim an der Weinstraße
Germany
T: +49 6322 9583850
M: +49 160 423 7839
Hvala na
pozornosti!
Slide 44 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Back-up
Back-up
Slide 45 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Slide 46 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Technological Revolutions since 1770 (Table 1)
Perez (2010): Technological Revolutions and Techno-Economic Paradigms, in: Cambridge Journal of Economics 34, 1, p. 185–202.
Slide 47 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
The 3 dimensions of the Disruptive Innovation Model
Christensen, „The Innovator‘s
Solution“, Fig 2-3; p.44, (2003)
Slide 48 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
ICT-evolution as driver of the ICT-induced disruption(Figure 1)
Slide 49 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
The most important human-machine interfaces (Figure 2)
Slide 50 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
„Software defined everything“: Integration of mechanics,electronics and ICT into a system is a core element of PSS
highly integrated hardware
(i.e. smartphone)
highly integrated
software
(i.e. OS, API)+
1. multifunctionality
2. easier extension of functionalities
through software
1. easier linking to services
2. scale effects
3. shorter time-to-market
4. ….
=>
interaction with organizational structure and strategy
Skills: Strategic and organizational-design skills
Skills: Investment skills- HW-overprovisioning
- non-specialized HW where possible
- mechanisms for easy and secure SW-updating
Slide 51 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Data acquisition & analysis – another key technical issue
all of the organizational measures that improve process quality.
One of the main tasks of management (especially QM).
system-wide data acquisition
comprehensive data acquisition
provides a supply of reliable, meaningful information,
which is a prerequisite for accurate decision making
and enables a systematic learning process.
Data
acquisition
Problem: really
comprehensive
enough?
Slide 52 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
…but there are cases where nature and scope ofdata cannot be ascertained exactly!
• Role of artificial intelligence / machine learning
• need for a radical change in thinking regarding experimental approach
deterministic highly dynamic
infinity
1. in a highly dynamic infinity
there are no fixed models
2. collision with traditional
deterministic approachA -> B -> C =>
Quelle: http://www.indiancarsbikes.in/wp-content/uploads/2015/07/Volkswagen-
Factory-Robot-001.jpg?3a87fd Quelle: Google
Slide 53 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Platform types (figure 39)
Slide 54 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
shapers/operators: Audi, BMW, Daimler
• define rules and set-up entry barriers
• exploit informatization for
productization/servitization and
monetization
•Tier
•3
HERE seems to have the potential for a platform-based ecosystem
data-producers
(market location-based
data)
data-consumers (use high
quality and precise data)
producers from other
industries (navigation,
autonomous driving,
consumer electronics)
Slide 55 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Recommendations for Industry & Business
Continuous development of products & services towards PSS
PSS are the prerequisite for customer-oriented, data-driven and flexible scaling-up and differentiation of
the offer.
• develop progressively smarter products & services, which requires the embedding of digital
components in traditional product & services.
• push digital innovations over much shorter cycles and with stronger customer orientation (for
example, products that can be adjusted ex post according to the changing patters of use)
• convert hardware-based into software-based functions
• use hardware that will support future functionalities (overprovisioning)
Slide 56 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Recommendations for Industry and Business - especially for B2B-companies
Stronger focus on the end customer
The complex and highly fluid nature of performance interactions within the value-adding networks is
blurring the boundaries between B2B and B2C.
• pursue a more intensive collaboration with end customers (prosumers) and down-stream
companies nearer to the end customers.
• invest in open forms of collaboration with customers and end customers.
• open up product & service interfaces and actively participate in open-source developments.
• use approaches like Design Thinking, Open Innovation oder Crowd Sourcing for the development of
new products & services.
• collaborate with B2B-companies from countries that already focus more on end customers (like Korea)
Slide 57 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Recommendations for Industry and Business
Set-up shared platform ecosystems for digital products and services
Platforms build the core of data-intensive products & services and are the basis for the generation of
ecoystems (which are decisive). Platforms are the technical enabler of digital business models.
• get a thorough understanding of customer‘ needs using the possibilities of a platform.
• especially SMEs should participate in the build-up of a shared platform (data und apps) and of its
ecosystem.
• take advantage of the diversity in order to generate a wider data-basis that will trigger innovative
products & services.
• integrate the platform concepts in the own business models (hybrid revenue models)
Slide 58 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Recommendation for Industry and Business
(Aggressive) strengthening of digital skills of employees and management
The increasing digitalization of products & services requires a fundamental transformation of a company.
• required competences (especially from management): high ability to adapt and a high affinity to
digital technologies and understanding of their operational implications
• job built-in training (programming for engineers, digital management) and certification of digital
skills (especially for management)
Slide 59 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Recommendations for Industry and Business
Digital form of collaboration for open ecosystems
Mobilize the innovative potential of ecosystems, where so heterogeneous organization forms are active
(companies of all sizes, convened bodies and industry association).
• discuss problems, develop ideas, disseminate ideas, analyze problems, discuss criteria, put forward or
agree to solution proposals using collaboration software and the Mutual Gains or Consensus
Building Approach.
Slide 60 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Recommendations – Science & Research
develop new technologies for the functional safety of autonomous
systems
provide mechanisms to improve the trustworhtiness of
data-intensive systems
create an information structure for platform-centered ecosystems
research and promote collaborative and distributed value-creation
structures
develop a robust transformation strategy based on maturity
Slide 61 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Skills required by the collaborative task of shaping the Digital Transformation (Chapter 8)
Slide 62 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Better collaboration – but how?
decrease consumption
of time and resources
bundle input for
other associations
make use of synergies
and avoid redundancies
demostrate feasibility and
transfer to other
associations
ensure acceptance
and legitimacy
of decisions
it has to be „their“ platform
(ownership)
overcome blocades and
dominance of certain players
motivate and qualify participants
make complexity
manageableovercome limitation in
the size of groups
encourage participation
of all
relevant actors
make process and
results transparent
Slide 63 November 2017Nicolas Ivandic – mutualGains Solutions GmbH
Project-proposal
survey of requirements,
framework conditions
and incentives
Test #1
present findings of study
demonstrate
functionalities
prioritize requirements
clarify willingness to
participate
design of platform
proposal
financing
communication
present & discuss
proposal
define priorities
decide about preferred
software and platform-
operator
• Action-plan for
implementation &
scale-up
time-schedule
costs
milestones
run pilot with preferred
software-supplier
discuss proposed
action-plan and work it
out in detail
analysis of software
and platform-
operators
screening
benchmarking
discuss results of the
analysis & screening
define catalogue of
requirements
sca
le-u
p
(TN
10
00
, 50
00
, 10
.00
0)
exploratory
conversations with
relevant stakeholders
screening of appropiate
participants for the
project (~200? )
selection of 3 suppliers
of collaboration-software
for tests #1, #2 and #3
test #1 test #2 test #3 pilot
done jointly with all participants and using collaboration-software