wincubate talent for leadership towards a new agrifood system: methodologies and tools for business...

W’INcubate Talent for Leadership

Towards a New Agrifood System:

Methodologies and Tools for Business

Transformation

W’INcubate Talent for Leadership©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata

eAgrifood Lab: Vision/Mission

Vision

‘To be at the Cutting-Edge of the ICT

Driven Research and Education fields of

the Agrifood Domain’

MISSION:

Introduce innovative Internet-based models &

applications and support dynamic interchange of

information, ideas, techniques, services and products

to enhance the Agrifood value chain competitiveness.


‘On the level of basic research, eAgrifood lab activities are concentrated on

a strategic combination of Innovative business models of food industry with

new managerial approaches where the focus is on knowledge management

and technologies, learning and the dynamic capabilities developed within

and among food industry supply chain forming network approaches. The

dynamic interplay within and among firms is seen as crucial for

competitiveness and development of international and regional food

structures differences in industrial structure, employment and economic

growth.

Macro-scenarios and ICT

Dynamics in the Food Supply Chain

Macro-scenarios and ICT

Dynamics in the Food Supply Chain

Research Areas (1)

Knowledge management for the

Food Industry

Knowledge management for the

Food Industry

eLearning tools and solutions for Food Supply Chain

eLearning tools and solutions for Food Supply Chain

Three key Themes of Research:


Macro-scenarios and ICT Dynamics

Knowledge management

eLearning

•Global Market Trends•Productive and Competitive statistics

•eReadiness Assessment•Competitive Scenarios

•Re-design of agribusiness supply chains processes and services

•eBusiness Models

•Analyzes of knowledge management practices •Conceptual knowledge modelling

•Architectures forknowledge-based services

•Knowledge portals

•Design customized eLearning systems•Identify learning needs of enterprises

•Design and develop eLearning modules •Analyze the use and efficiency of eLearning methods

•Economic, Social and cultural Challenges for e-learning

Research Areas (2)


“IT Doesn’t Matter”

As availability of IT has increased and its cost has decreased, information

technology has become a commodity.

“IT Doesn’t Matter” by Nicholas G. Carr, HBR At Large, May 2003

“It’s the combination of IT and innovation that helps

companies outpace rivals.”


The ApproachGuide Organizations toward a Change Management Approach

Change Management

Readiness for

Change

Performance Measure

DevelopBusiness and ICT Solutions

Enabling Change

Change Assessment

Change Implementation

Change Monitor&

Renew

Change Strategy


Customer Value

Organizational

structure

Processes and

Technology

Culture Climate

Skills capabiliti

es

Critical Ind. Value Drivers

Industry Factors

CompetitiveForces

CooperativeForces

MacroEnvironment

Where to start?

Business Model

Environment Business •Assessment of

Internal business

•Assessment of external business’

environment•eReadiness assessment

•Future Trends

OpportunitiesThreats

Readiness for Change Readiness for Change


Framework and Variables for An Agribusiness Observatory

eBusiness readiness and adaptation

Global market change,

competitive scenarios,

statistical trends and patterns

Monitoring Customer trends and patterns

Analisi Agrifood Supply Chain

of

Mororcoo/Tunisia/Lebanon

Benchmarking of

Food Digital Marketplaces

eBusiness models for

SME Food Companies

Analyze Knowledge

Management practices

State of the art of

Digital Marketplaces

ResearchOn

Readiness

Readiness for Change Readiness for Change


Organizational Change

People

Enabling ChangeEnabling Change

Process

Technology

Relationship Culture

•Skills and capablities •Human resource readiness to change •Balance supply and demand of skills•Exploit and explore new capabilities •Resistance to change

•Current process performance•Definition of new processes •Definition of interrelations•Identification of problms/drawbacks•Process decomposition and redesign

•Current technology use•Technology improvement•Definition of new tech to introduce•Definition of necessary conditions

•Organizational beliefs and values•Leadership and Management style •People values and beliefs

•Relationships structure•Communication and information flow•Internal Relationals•External Relations


DELIVER SCENARIO STUDIES,

BENCHMARKING AND BEST PRACTICES

AWARENESS PROGRAM

BUSINESS CASE AND PILOT CASE

EDUCATION PROGRAMS WORKSHOPS AND CONFERENCES

DESIGN OF NEW BUSINESS MODELS

Prepare the Change

Enabling ChangeEnabling Change


Enabling Change: Business Engineering Methodology

The Business Engineering Methodology is aimed at supporting different levels of business transformation through a purposefully designed, comprehensive and structured framework and a set of software tools enabling either the optimization of business processes or the design of radically new process models.

The Business Engineering Methodology is aimed at supporting different levels of business transformation through a purposefully designed, comprehensive and structured framework and a set of software tools enabling either the optimization of business processes or the design of radically new process models.

Defined in a collaborative research project carried on with:

Applied and validated in a case study sponsored by:

Used in three master editions organized by:


Phases and Components

Change Readiness Assessmen

t

Change Readiness Assessmen

t

Change Strategy Design

Change Strategy Design

Change Scenarios

Generation

Change Scenarios

Generation

Change Implementation Guidelines

Change Implementation Guidelines

Month N Month N+5

#1 #2 #3 #4

ICT endowment/skillsICT endowment/skills

IT Solutions RequirementsIT Solutions Requirements

Organizational MechanismsOrganizational Mechanisms

Information &

Requirements

Collection

Information &

Requirements

Collection

#0

Process FocusProcess Focus

Technology/Solutions FocusTechnology/Solutions Focus

Objective/MetricsObjective/Metrics

As is ProcessesAs is Processes

Digital Organization PracticesDigital Organization Practices


Information & Requirements Collection: Why and How?

Why… Why… because the understanding of which because the understanding of which processes to focus, the actual/potential enabling processes to focus, the actual/potential enabling tools/solutions to apply and how the process tools/solutions to apply and how the process works/perform currently, allows to identify where works/perform currently, allows to identify where the inefficiencies and missed opportunities stay the inefficiencies and missed opportunities stay mostly and to tune the redesign actions accordingly.mostly and to tune the redesign actions accordingly.

Why… Why… because the understanding of which because the understanding of which processes to focus, the actual/potential enabling processes to focus, the actual/potential enabling tools/solutions to apply and how the process tools/solutions to apply and how the process works/perform currently, allows to identify where works/perform currently, allows to identify where the inefficiencies and missed opportunities stay the inefficiencies and missed opportunities stay mostly and to tune the redesign actions accordingly.mostly and to tune the redesign actions accordingly.

How… How… through the collection of basic through the collection of basic information related to the key processes to information related to the key processes to change/optimize (sub-activities, specializations, change/optimize (sub-activities, specializations, potential causes of failures/delay, metrics) and thepotential causes of failures/delay, metrics) and thefeatures/benefits of the enabling tools and solutions.features/benefits of the enabling tools and solutions.

How… How… through the collection of basic through the collection of basic information related to the key processes to information related to the key processes to change/optimize (sub-activities, specializations, change/optimize (sub-activities, specializations, potential causes of failures/delay, metrics) and thepotential causes of failures/delay, metrics) and thefeatures/benefits of the enabling tools and solutions.features/benefits of the enabling tools and solutions.

Process FocusProcess Focus

Technology/Solutions FocusTechnology/Solutions Focus

Objective/MetricsObjective/Metrics

As is ProcessAs is Process


Why… Why… because the assessment of the level of endowment/skills and because the assessment of the level of endowment/skills and willingness/awareness to change allows to evaluate if and how much a willingness/awareness to change allows to evaluate if and how much a company/business unite is prepared to experience a transformation from a company/business unite is prepared to experience a transformation from a traditional to a digital organization and to tune the change strategy traditional to a digital organization and to tune the change strategy accordingly.accordingly.

Why… Why… because the assessment of the level of endowment/skills and because the assessment of the level of endowment/skills and willingness/awareness to change allows to evaluate if and how much a willingness/awareness to change allows to evaluate if and how much a company/business unite is prepared to experience a transformation from a company/business unite is prepared to experience a transformation from a traditional to a digital organization and to tune the change strategy traditional to a digital organization and to tune the change strategy accordingly.accordingly.

Change Readiness Assessment: Why and How?

How… How… through the design and through the design and submission of a structured questionnairesubmission of a structured questionnaire to to managers in order to capture either punctual managers in order to capture either punctual data and personal opinions related to the data and personal opinions related to the critical aspects of critical aspects of change readiness change readiness of their of their companies/business unitscompanies/business units

How… How… through the design and through the design and submission of a structured questionnairesubmission of a structured questionnaire to to managers in order to capture either punctual managers in order to capture either punctual data and personal opinions related to the data and personal opinions related to the critical aspects of critical aspects of change readiness change readiness of their of their companies/business unitscompanies/business units

0,00,51,01,52,02,53,03,54,0

Use

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ultu

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Dec

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Use

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busi

ness

Syst

ems

Use

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Use

of M

obile

tech

nolo

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Inve

stm

ent in

Hum

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Stra

tegi

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Link

Perf

orm

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/Inc

entiv

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Practice

Valu

e (

0/4

)

ICT endowment/skillsICT endowment/skills

Digital Organization PracticesDigital Organization Practices


2-Current Processes Analysis

6-Stakeholders’ Evaluation

1-Start-up

5-Transition Analysis

4-System Interactions

3-Target Processes Analysis

Change Strategy Design: Why and How?

Why… Why… because the implementation of redesign because the implementation of redesign requires a preliminary identification of where change is requires a preliminary identification of where change is more feasible (to create the success story) and so which more feasible (to create the success story) and so which processes/practices to be changed first and with which processes/practices to be changed first and with which extent and the level of stakeholders support on which to extent and the level of stakeholders support on which to rely…rely…

Why… Why… because the implementation of redesign because the implementation of redesign requires a preliminary identification of where change is requires a preliminary identification of where change is more feasible (to create the success story) and so which more feasible (to create the success story) and so which processes/practices to be changed first and with which processes/practices to be changed first and with which extent and the level of stakeholders support on which to extent and the level of stakeholders support on which to rely…rely…

How… How… through the Matrix of Change supported by a through the Matrix of Change supported by a specific best practices knowledge base that allow to define specific best practices knowledge base that allow to define and visualize the current and target status and to assess and visualize the current and target status and to assess their stability level and the difficulty of transition from the their stability level and the difficulty of transition from the old to the new, as well as the identification of old to the new, as well as the identification of tools/solutions to enable the new process….tools/solutions to enable the new process….

How… How… through the Matrix of Change supported by a through the Matrix of Change supported by a specific best practices knowledge base that allow to define specific best practices knowledge base that allow to define and visualize the current and target status and to assess and visualize the current and target status and to assess their stability level and the difficulty of transition from the their stability level and the difficulty of transition from the old to the new, as well as the identification of old to the new, as well as the identification of tools/solutions to enable the new process….tools/solutions to enable the new process….


The existing practices are strongly affected by the

traditional culture of the farm that brings to an experienced-based

approach.

The owners identified these characteristics, together with

the strong local perspective, as the main

reasons of the ineffectiveness of the farm’s activities.

An Application in the Agrifood Context


Among the main objectives

of the BPR intervention there are the joining to a

eMarketplace and a wider size of the

market.

Another important

innovation is represented by

the implementation of a planning

approach, currently

ignored by the farm.



Designing the required

transition, the analysis outlines

some specific lines of

interaction related to a

radical change in the culture

and to the introduction of a planning phase in the activities of

the farm.

Notice that the table stresses the importance of the

current way of production in

developing some practices of the “quality goal”.



The evaluation of the practices have been performed by the present owner of the firm.

• existing practices: notice a general willingness to the change, in particular about the local perspective and the traditional approach;

• targeted practices: notice the relevance for the farmers of the efficiency goals (diversification, cost reduction and unsold problem)



Why… Why… because the implementation of change should be based on the because the implementation of change should be based on the definition of different (alternative) paths evaluated according to definition of different (alternative) paths evaluated according to organizational expectations and needs.organizational expectations and needs.

Why… Why… because the implementation of change should be based on the because the implementation of change should be based on the definition of different (alternative) paths evaluated according to definition of different (alternative) paths evaluated according to organizational expectations and needs.organizational expectations and needs.

How… How… through the application of the redesign-native, innovative and through the application of the redesign-native, innovative and structured methodology of the Process Handbook and the software tools structured methodology of the Process Handbook and the software tools supporting the application of the methodology itself.supporting the application of the methodology itself.

How… How… through the application of the redesign-native, innovative and through the application of the redesign-native, innovative and structured methodology of the Process Handbook and the software tools structured methodology of the Process Handbook and the software tools supporting the application of the methodology itself.supporting the application of the methodology itself.

Change Scenarios Generation: Why and How?

Process Deep StructureProcess Deep Structure

Alternative scenariosAlternative scenarios

EvaluationEvaluation


Change Scenarios Generation: Outcomes

A - get/define customer

requirements

A - get/define customer

requirements

B - check scheduling and

availability

B - check scheduling and

availability

C - enter customer data

C - enter customer data D - close bookingD - close booking E - receive

paymentE - receive payment

Get requirements directly

Get requirements directly Check by GDSCheck by GDS

Enter data by web format

filling

Enter data by web format

filling

Close booking by mail

Close booking by mail

Receive payment by credit card

Receive payment by credit card

Get requirements by phone

Get requirements by phone Check on the webCheck on the web Enter data by

phone callEnter data by

phone callClose booking by

phoneClose booking by

phoneReceive cash

paymentReceive cash

payment

Get requirements by the web

Get requirements by the web

Enter data by customer code*Enter data by

customer code*

Close booking via system

registration

Close booking via system

registration

Close booking via fax

Close booking via fax

*hypothesis of frequent customer

Metrics Cluster # Metric Tradit. Model New Models

Dimension

1 Throughput time (minutes) 27’30’’ +

2 Resources (n) 1 -

3 Process parts (n) 6 +

Cost3 Total cost (euros) 42 +

4 Cost per resource (euros) 31 -

Value 5Customer value (n of key

parts) 1 +

The strategic comparison of process models/redesign scenarios can be based on a set of cost, dimension and value-oriented process metrics. The PH provides a powerful tool called trade-off matrix that allows to assess the strengths and weaknesses of the different process configuration in terms of pre-defined attributes (qualitative/quantitative).

The strategic comparison of process models/redesign scenarios can be based on a set of cost, dimension and value-oriented process metrics. The PH provides a powerful tool called trade-off matrix that allows to assess the strengths and weaknesses of the different process configuration in terms of pre-defined attributes (qualitative/quantitative).


New business models 1

Collaboration tools2

eBusiness Solutions3

Knowledge Management Services 4

Relationships Management Solutions and Tools 5

Develop Business and ICT SolutionsDevelop Business and ICT Solutions


Business and ICT

Solutions

Business and ICT SolutionsBusiness and ICT Solutions

E-Business solutions (B2B)

Knowledge Mngm Services Process Redesign

with MIT Process Handbook

Change Pathway Through the Matrix of

Change

Virtual Community for

collaboration

eLS

Learning repository

LCMS

Authoring tools

Content manager

LMS

Reporting/ certification

tools

CDS

Collaboration mediator

Content delivery tools

Evaluation tools

Course manager E-market place

CRM

E-business services

SRM SCM

ERP BI

Auction

Logistics

E-catalogue

transaction

Trust ranking

Consulting

Insurance

Transaction repository

AS

IS

Monitoring tools

User/role manager

Users repository

KMS

Discovery services

Ricerca(semantica

e sintattica)

Knowledge base

Push tools

Paginegialle

Publication services

Indicizzatore

Crawler

Document Workflow

Query tool

Osservatorio

Osservatoriorepository

E-business/Marketplace

Collaboration services Chat

Forum tematicimediati

e-mailVirtual

classroomVideo/audio conferenza

Calendario

Help/FAQ

Info Product

Personalizzazione

Osservatorio

Mappa Sito

Registrazione

Contact us

Link

Quotazioni

News

Serv. Mateo

About us

Elenco Aziende

Multilingua

eLS

Learning repository

LCMS

Authoring tools

Content manager

LCMS

Authoring tools

Content manager

LMS


tools

CDS



Evaluation tools


CRM

E-business services

SRM SCM

ERP BI

Auction

Logistics

E-catalogue

transaction

Trust ranking

Consulting

Insurance


E-market place

CRM

E-business services

SRM SCM

ERP BI

CRM

E-business services

SRM SCM

ERP BI

Auction

Logistics

E-catalogue

transaction

E-catalogue

transaction

Trust ranking

Consulting

Trust ranking

Consulting

Insurance


AS

IS

Monitoring tools

User/role manager

Users repository

KMS

Discovery services

Ricerca(semantica

e sintattica)

Knowledge base

Push tools

Paginegialle


Indicizzatore

Crawler

Document Workflow

Query tool

Osservatorio





e-mailVirtual




e-mailVirtual


Calendario

Help/FAQ

Info Product

Calendario

Help/FAQ

Info Product

Personalizzazione

Osservatorio

Mappa Sito

Personalizzazione

Osservatorio

Mappa Sito

Registrazione

Contact us

Link

Registrazione

Contact us

Link

Quotazioni

News

Serv. Mateo

Quotazioni

News

Serv. Mateo

About us

Elenco Aziende

Multilingua

About us

Elenco Aziende

Multilingua

Digital Marketplace

Direct Accommodation e-booking Process Parts

Connect to theWebsite

Search e-Bookings

Identify BookingItems

Check AvailabilityReceive Booking

RequestConfirm Booking

Connect to theprovider Website

Connect to anIntermediary Website

Connect to TravelCompany Website

Connect to a DMSWebsite

Browse WebsiteDirectory

Multi-Criteria SearchEngine

Combined Search:between browsing and

search engine

Choose from a List

List Items by Directory

List Items by SearchCriteria

List Items by SearchPreferences

Check Dynamically

Check in Real time onSupplier System

Batch AvailabilityCheck

Request Check viaEmail

Online Request

Email Request

Phone Request

Fax Request

Dynamically

By SMS

By Email

By Fax

CombinedConfirmation


Evaluate the process1

Evaluate the satisfaction level of stakeholders2

Measure Key business indicators3

Review & Evaluate performance metrics4

Assess needs for future change5

Continuous Improvement6

Performance Measurement Performance Measurement


Keys to Change Management SUCCESS

Optimization

Optimization

FlexibilityFlexibility

NetworksNetworks

SpeedSpeed VisibilityVisibility

Collaboration

Collaboration

Business

Model

Processes and Technology

Culture, Climate, and Capabilities

Decisio

n

Makin

g

and

Info

rmatio

nValu

e

Netw

ork

and

Allia

nce

s

Physica

l

and

Inte

llectu

al

Asse

ts Org

aniz

ati

on a

nd

Legal

Str

uct

ure

InnovationInnovation

Enabling TechnologiesEnabling Technologies


eLS

Learning repository

LCMS

Authoring tools

Content manager

LMS


tools

CDS



Evaluation tools


CRM

E-business services

SRM SCM

ERP BI

Auction

Logistics

E-catalogue

transaction

Trust ranking

Consulting

Insurance


AS

IS

Monitoring tools

User/role manager

Users repository

KMS

Discovery services

Ricerca(semantica

e sintattica)

Knowledge base

Push tools

Paginegialle


Indicizzatore

Crawler

Document Workflow

Query tool

Osservatorio





e-mailVirtual


Calendario

Help/FAQ

Info Product

Personalizzazione

Osservatorio

Mappa Sito

Registrazione

Contact us

Link

Quotazioni

News

Serv. Mateo

About us

Elenco Aziende

Multilingua

eLS

Learning repository

LCMS

Authoring tools

Content manager

LCMS

Authoring tools

Content manager

LMS


tools

CDS



Evaluation tools


CRM

E-business services

SRM SCM

ERP BI

Auction

Logistics

E-catalogue

transaction

Trust ranking

Consulting

Insurance


E-market place

CRM

E-business services

SRM SCM

ERP BI

CRM

E-business services

SRM SCM

ERP BI

Auction

Logistics

E-catalogue

transaction

E-catalogue

transaction

Trust ranking

Consulting

Trust ranking

Consulting

Insurance


AS

IS

Monitoring tools

User/role manager

Users repository

KMS

Discovery services

Ricerca(semantica

e sintattica)

Knowledge base

Push tools

Paginegialle


Indicizzatore

Crawler

Document Workflow

Query tool

Osservatorio





e-mailVirtual




e-mailVirtual


Calendario

Help/FAQ

Info Product

Calendario

Help/FAQ

Info Product

Personalizzazione

Osservatorio

Mappa Sito

Personalizzazione

Osservatorio

Mappa Sito

Registrazione

Contact us

Link

Registrazione

Contact us

Link

Quotazioni

News

Serv. Mateo

Quotazioni

News

Serv. Mateo

About us

Elenco Aziende

Multilingua

About us

Elenco Aziende

Multilingua

eMarketplace


THANK YOU!THANK YOU!THANK YOU!THANK YOU!

wincubate talent for leadership towards a new agrifood system: methodologies and tools for business...

Documents

change slide

wincubate talent

change strategy slide

management style people

services ebusiness models

readiness readiness

values leadership

food industry supply