VERITAS Deliver Able D6.2_final

8/2/2019 VERITAS Deliver Able D6.2_final

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HOW TO INITIATE COOPERATIVE

NETWORKS

Practical guidelines for industry associations, development

agencies and SMEs

Matthias Nster, Marita Gruber, Sylvie Feindt


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TABLE OF CONTENTS

INTRODUCTION .............................................................................................. 3Purpose of the guide ..................................................................................... 3Success factors for Cooperative Networks........................................................ 5

THE INITIATION PROCESS................................................................................ 7TAKING FIRST STEPS....................................................................................... 8

Bringing companies together ......................................................................... 8Creating interest in the network ....................................................................10Moving from interest to commitment .............................................................12

PLANNING FOR SUSTAINABILITY......................................................................14Deriving the network business case ...............................................................14Establishing a network manager....................................................................16Developing terms of cooperation ...................................................................19

FACING SOFT FACTOR PITFALLS....................................................................21ANNEX ..........................................................................................................23

Literature ...................................................................................................23Best practice...............................................................................................24Contacts.....................................................................................................25Endnotes....................................................................................................27


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INTRODUCTIONPurpose of the guide

Despite the often cited advantages of network cooperation for SMEs such as sharing

risks and resources, complementing competencies and capacities or increasing

market power, good practice research shows that not many networks achieve the

above. The reasons are that SMEs often have little experience with cooperation and

are reluctant to withdraw resources (time and money) from daily operations to long-

term, strategic business development. A cooperative network, however, has to be

considered as an integrative part of the companys strategy in order to create value.

In addition, approaches to network initiation have often placed too much focus on

infrastructure and organizational architecture. Otherwise, they have not paid enoughattention to the personal, soft factors of cooperation and failed to embrace a more

organic process of network initiation.

These guidelines on how to initiate cooperative networks are the result of 18

months of practical experience with the initiation of cooperative networks in three

European countries. They also embody the knowledge from several years of joint

industry-university research into good practice in the domain of cooperative

networks as well as knowledge inputs from the exchange with numerous European

experts and projects.

Cooperative networks hereby are understood as groups of legally independent

organizations (and its individuals) that aim to cooperate closely and on a long-term

basis with significantly fewer centralized management functions than traditional

business organizations.

The aim of these guidelines is to provide practitioners, i.e. industrial associations,

development agencies and individual companies with practical and critical

information about how to setup cooperative networks. The specific objectives of

these guidelines are to:

Endow these target groups with a sound understanding of the crucial aspects(success factors) in the set-up process;


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Enable them to shorten the process and save resources; Introduce them to existing network initiatives and network experts.

This compact document thereby focuses on the initiation the earliest stages of

networks. This early phase is particularly critical for the later stages of networkcooperation and has shown to require careful support and guidance.

Thereby, it is assumed that the practitioner reading this guide already has a basic

knowledge of cooperative networks and virtual organizations in general. The guide

does not introduce the concept from scratch, but provides practical, checklist-like

recommendations for each step of the initiation process. The Annex contains further

references to literature, good practice examples and experts.


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Success factors for Cooperative Networks

Good practice networks reveal that the success of a cooperative network largely

depends on five interrelated factors. Respecting these basic principles will also

improve the network initiators work notably:

Bus iness oppo r t un i t i es must be identified and realised

New business opportunities are the reason why companies join a network. In a

cooperative network these opportunities stem from new and productive combinations

of competences and resources and not simply from networking. When a network is

initiated by a supporting organization, a possible lack of a concrete business case

must always be offset by a clear strategy that will lead to business opportunities in

the future. In any case the cooperation must bear fruits; otherwise companies will

lose interest soon.

N e t w o r k - M a n a g e m e n t needs to be in place, sound and trusted

Cooperative networks are light organisations with little hierarchy and central

management functions. Nevertheless, a common understanding of how to handle

business as well as conflict situations is crucial for success. It is therefore necessaryto define basic roles and to establish some rules. Network management also plays a

critical role in the initiation process where guidance and coaching are required before

the rules have been put into place.

BUSI NESS

OPPORTUNI TI ES

NETWORKMANAGEMENT

COMMI TMENT

TRUST EXCHA NGE OFI NFORMATI ON


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C o m m i t m e n t to active cooperation needs to be assured

The active involvement of all participants and the sufficient allocation of resources

(time and personnel) are critical for a network to identify and realise business

opportunities. One of the most important aspects defining commitment is whether

the network strategy has been well aligned with the individual strategic aims of theparticipating companies. This strategic match needs to be assured in the initiation

phase.

Trus t needs to develop as the foundation of cooperative behaviour

Trust has been recognized as a major factor for success in any type of cooperation.

Whether and how quickly trust develops depends on the personalities of the involved

people and the relationships between them. In any case the companies have to get

to know each other and work together in order to develop trust. Particularly in the

initiation phase, personal meetings and social gatherings facilitate this process.

Nevertheless, networks must not only rely on personal trust but also need to

establish norms to institutionalize trust.

I n f o r m a t i o n e x ch a n g e has to be intensive and transparent

Open communication is a basic factor in trustful relationships. During network

initiation a lot of information has to be shared between the potential network

members that need to get to know each other well. The network manager can

contribute significantly to improving the flow of information in this phase. At later

stages basic IT tools or platforms can support this task.


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THE INITIATION PROCESS

The focus of these guidelines is on the process of initiating cooperative networks of

SMEs. The success factors above necessitate the involvement of strategic decision

makers in the cooperative network who, in the case of SMEs, are usually the owner

managers. These individuals need to be brought together so that the initiation

process can be compared to a group or team building process, consisting of the

following phasesi:

NETWORK INITIATION

Each phase needs to be completed before the next phase is reached: In the form

phase, a newly established team is cobbled together and in the storm phase, the

group members aim to develop a common understanding in a sometimes conflict

ridden process. Companies can either drop out if they do not agree or take a position

of silent resistance. In the norm phase the group eventually agrees on the specificrules of the game und only then can the group perform and start creating economic

benefits.

The model is supposed to illustrate that when initiating a cooperative network, a

group of companies will go through a number of phases - form & storm & norm -

before it can start to perform, i.e. operate and do business. It is the network

initiators task and challenge to guide the group through these phases which require

significant time (maybe up to 24 months) and effort (support activities), depending

on the particular situation. The following chapters aim to provide stepwise, hands-on

recommendations on how to meet this challenge effectively:

Taking first steps covers activities that largely take place in the form & storm phase

of the group building process while planning for sustainability deals with some

important tasks that facilitate the norming of the group.

STORMFORM NORM PERFORM


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TAKING FIRST STEPSBringing companies together

OBJECTI VE

At the very beginning of the forming phase, it is necessary to gather a number of

companies including competitors - for the first time. This group of potential

network members should be large enough to ensure that some companies will

eventually become interested. This section deals with how to best approach

companies and what kind of information to provide.

CAUTI ON

Be prepared to act as a missionary and sell the concept! Many companies are not

familiar with cooperative networks and some might even be skeptical towards this

approach!

ACTI ONS

DO: Before taking any steps towards network set-up, be sure to have

identified a clear opportunity for this type of cooperation.

NOTE: Even if you see the business opportunity, it does not mean that the

companies will see it, too!

DO: Have the business situation analyzed by a third party (consultant or

university for instance) in an investigative study.

NOTE: Hard facts (about sectors, markets.) can facilitate your further work

considerably.

DO: Be ready to do some preparatory work and make individual phone calls

to invite companies.

NOTE: Build on personal contacts you have with come companies that might

lead or drive the network set-up from the inside (opinion leaders).

DO: Narrow down the target group from the beginning, because too diverging

businesses will not see the common issues.

DO: Organize a short (2-3 hours) workshop combined with a social gathering.


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DO: Provide a simple, but concise presentation of the cooperative network

concept proposed.

NOTE: Understanding of cooperative networks will be different from company

to company. Room for questions & answers is needed to informally assess

this understanding.DO: Invite a good practice example from your country to present its work.

NOTE: Companies relate more to national examples.

DO: Organize a social gathering after the workshop.

NOTE: The social gathering after the workshop should also help you to

observe the first reactions of the companies. Spontaneous enthusiasm should

be taken up immediately and companies that develop ideas or propose

leadership need to receive specific attention.

RESULT

The result of these first steps should be a workshop that is attended by about 10 or

more companies from a similar industry branch. At end of the workshop, they should

have understood the added value of a cooperative network and the difference to

other cooperation concepts.


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Creating interest in the network

OBJECTI VE

The next step is to immediately follow-up on the first awareness created in order togenerate actual interest in the cooperative network model. It is more effective to

focus on two, three companies where a positive attitude has been observed. This

core group should be brought together in several informal, but moderated meetings

in order to develop a common agenda as soon as possible.

CAUTI ON

Companies are sluggish to recognize a common opportunity in cooperating with

other companies. The vision for the network develops slowly!

ACTI ONS

DO: Make individual follow-up phone calls the days after the first workshop.

DO: Ensure that high level management gets involved in order to make

strategic decisions.

DO: Organise several short (2-3 hours) meetings within 4 weeks, dedicated to

identifying common needs and a way to address these in the network.

NOTE: Organise the first meeting within four weeks.

DO: Ask the companies to make a company presentation.

NOTE: Use interactive techniques to make the presentations more

dynamic.

DO: Carry out a SWOT analysis for the specific industry branch if the

companies do not perceive commonalities at first sight.

DO: Use some brainstorming technique for vision findingii.

NOTE: Do not expect a clear vision to develop at this stage, because itneeds more time to crystallise.

NOTE: Joint purchasing in networks is an easy to understand concept

and can be a proposed as part of the network vision; the practical

implementation however is not always easy.

DO: Try to lock-in companies as forming the core group of the network.


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DO: Ask companies to fill in a questionnaire assessing cooperation abilities.

DO: Always fix a date for a next meeting where additional companies would

participate.

NOTE: Each company to invite two other companies they would like to have

as partners in the network.

RESULT

The outcome of this stage should be that a core group of companies has expressed

serious interest to further develop the network idea.


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Moving from interest to commitment

OBJECTI VE

The race is not yet won at this stage, because the difficult task is to bring companiesfrom being interested in the network companies to actually investing any resources

for its implementation. A number of tasks and activities can help to create

commitment in this phase.

CAUTI ON

The time of general managers/owners is a very scarce resource! Companies quickly

lose interest if things do not move on.

ACTI ONS

DO: Propose an external network manager to the companies that leads the

set-up process.

NOTE: The companies appreciate a person dedicated to the network.

DO: Organise short and moderated workshops/meetings that take the vision

of the network further towards strategic implementation;

DO: Use these meetings to analyse the companies core competencies

(questionnaires can provide structure for this task).

DO: Organise the meetings at companies premises and have a guided

tour after the meeting.

NOTE: This is a real incentive for the other companies to participate

and a sign of readiness for mutual trust.

Consider inviting other good practise examples to provide further

inspiration on how to cooperate in the network.DO: Create first tangible results such as a competence database.

DO: Carry out analytical work in parallel that help you to develop and propose

ideas and steps how to proceed consequently.

DO: Develop a step-wise action plan that involves tasks to be carried out by

each company.


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DO: Initiate small joint projects of knowledge exchange or market analysis;

NOTE: Make sure that most companies are involved or at least that the

projects are open and transparent to everybody in the group.

NOTE: The short-term projects will only lead to commitment if the long-term

objectives of the network are also clear.DO: Create network boundaries in order to create a sense of exclusiveness.

NOTE: If the group has the impression that other companies also benefit from

the initiative they will be reluctant to commit resources.

DO: Create a brand name and Web site for the network.

RESULT

At the end of this stage a small group of companies (a minimum of 3) should start

referring to themselves as the network. The vision has been formulated and written

down, and regular meetings and communication takes place. Do not expect to reach

this point in less than a years time.


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PLANNING FOR SUSTAINABILITYDeriving the network business case

OBJECTI VE

Cooperative networks require significant management (external or internal) effort

before the network can eventually perform and create value. This effort needs to be

justified and contingent financial means be assured. Therefore, a business case

needs to be identified and put on record as soon as possible. The management effort

represents the mayor cost element for the network and can be estimated. The

returns, though, will be close to zero before the perform phase and even then

probably be hard to measure. It thus makes sense to carry out a cost/benefit

analysis with the network members, instead of discussing a potential return oninvestment. The benefits need to be recognized by the network members themselves,

but the initiator can support the thinking process. In any case he/she should have

perceived clear benefits before launching the network initiative. The costs need to be

estimated in detail, best according to the various management functions. If financing

is required, public funding programmes in many European countries provide financial

support for cooperative networks and could always be considered in order to cover

part of the costs. The rest needs to be covered by the network members.

CAUTI ON

Do not underestimate management costs! Therefore, try to keep other costs

(administration, overheads, legal) as low as possible!

ACTI ONS

DO: Identify medium to long-term opportunities and goals (benefits) with the

network members.

DO: Identify ways in which network management can contribute to achieving

these goals and discuss them with the companies.

NOTE: Some management activities are critical for all networks; others

depend on the specific case.

DO: Make a realistic estimation of the management effort (costs).


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NOTE: Move down to function and task level.

DO: Identify public funding opportunities and discuss advantages as well as

disadvantages (delays in setting up the network) with the network members

DO: Suggest and discuss a mix of financing mechanisms, such as commission

based fees for acquisition activities and a fixed fee plus public funding forcoaching/coordination tasks.

NOTE: Demand a financial contribution from the companies to close the

financing gap and to create commitment.

DO: Evaluate whether all companies will benefit equally from the

management activities.

NOTE: If some will obviously benefit more than others, consider individual

invoicing these companies.

NOTE: Substituting the network managers effort with the members effort

can lower the financial requirements, but not the total costs (opportunity

costs). This approach is hence of limited applicability.

DO: Present the business case and financing options to the members; make

them decide whether there is a business case and put his on record.

DO: Suggest carrying out a simple cost-benefit analysis periodically.

RESULT

The companies should have understood that there is a business case and have

agreed to make a financial contribution for a pre-defined time. Public funding for

cooperative networks is usually provided over three years regressively. Hence a plan

for how to cover the costs over the whole period must be provided in a proposal and

agreed upon with the network members.


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Establishing a network manager

OBJECTI VE

As a cooperative network requires significant management effort in all its phases, anetwork should establish the role of the network manager and appoint a dedicated

person with the right skills to take over that role. Usually, network members are not

qualified for this job or lack the necessary time. Preferably either the network

initiator or a third party take over this role as soon as possible in the process.

Definitely, the initiator will have to take over the management functions in the

earliest stages of the network where the network manager role has not yet been

defined. If the facilitator does not have the required skills, it is more effective to

appoint an external network manager at this early stage in order to drive the process.

Both will lead to a situation where costs arise at a stage where the network

membership is not yet stable and hence membership contributions are not possible.

A solution to this problem is again to acquire some public funding for the initiation of

the network or to accept the financial risk until a later stage.

CAUTI ON

As much as the network manager can speed up the network initiation process, he

can also slow it down due to other agendas or lack of skills!

ACTI ONS

DO: Assess your qualifications in terms of:

Profound knowledge of and work experience in the target industry

NOTE: This increases credibility before the network members.

Ability to develop valuable marketing and business strategies jointlywith the network members

NOTE: This requires knowledge of analytical tools and techniques.

Proven commercial and entrepreneurial skills


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NOTE: It helps when the manager can stimulate business ideas and

activities.

Excellent and proven project management skills

NOTE: They are particularly important in the perform phase.

Excellent interpersonal and social skills, such as an ability to

communicate clearly, to moderate discussions, to support trust

building, to solve conflicts

Practical experience in managing cooperative networks

DO: In case you do not have the above qualifications, consider appointing a

third party network manager that meets all the requirements above.

DO: Select the most appropriate candidate that can start immediately andcan dedicate several days a month to the network management activities.

DO: Appoint someone who understands and believes in the cooperative

network concept and its win-win orientation.

NOTE: This will have a positive impact on companies attitudes towards

cooperation. An entrepreneurial industry insider risks being closer to some

companies than to others or might have a different agenda with some of

them.

DO: Face or set the following tasks for the initiation phase of the network

Communication and trust-building support

Network strategy development

Network meetings coordination

Network business plan

Coordination of joint projects

DO: Focus on specific management functions in line with the networks

strategy.

NOTE: These broad management functions are: coaching, marketing,

coordination, acquisition (brokering), R&D liaison; intensive communication

cuts across all the functions.

NOTE: During the norm & form phase, where companies need external

guidance, the coaching and coordination functions are particularly important.


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RESULT

The result of this activity is to have established the role of the network manager,

who supports the cooperative network throughout all phases and supports the

activities described in the previous chapters.


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Developing terms of cooperation

OBJECTI VE

When either the facilitator or a third party has taken over the role of a coordinatingnetwork manager, work can become more structured and formalised. References,

such as a business plan, an action plan or a cooperation agreement need to be

developed in order to stabilize the process, as time passes. These references (norms)

need to be developed and agreed upon jointly by the network members. Some

important issues to address are legal (such as warranty or intellectual property rights)

and financial (transfer prices) aspects, but also quality and technical features of joint

products. Dedicated working groups should be established to tackle some of these

topics. At this point it is also necessary for the network members to involve other

members from their organisations in the network, because of the technical expertise

or the time required to participate to these working groups. Hence the owner

managers need to be prepared to pass on the network idea to their staff. This

internal as well as the external promotion (marketing) of the network should

therefore be subject to extensive discussion or trainings with the owner managers.

CAUTI ON

Do not over-formalise cooperation! Make sure that simple norms are in place and

that network does not get stuck in endless discussions of every detail!

ACTI ONS

DO: Agree to a simple network etiquette that sets out the basic behaviour for

cooperation.

DO: Distribute work tasks between the network members, including the

following:NOTE: The members should gather information and develop ideas themselves.

Assessing market needs and potential for the network products and

services (marketing or business plan)

Identifying joint advertising & PR opportunities

Developing logo and brand (if not developed earlier)


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Investigating legal requirements

Investigating financial requirements

Investigating quality and technical requirements

NOTE: It might help to establish dedicated working groups to address some of

the tasks on the list.DO: Facilitate the on-going work and integrate the findings and ideas.

DO: Fix a meeting schedule (how, where and when) for several months.

DO: Formalise the results in written documents.

NOTE: Use templates where available to reduce the effort.

DO: Have the documents approved by all network members.

DO: Organise trainings on how to promote the network internally and

externally.

NOTE: An external communication expert might be required for this task.

RESULT

Norms necessary for the network have been developed and approved by all members.

They have been formalised in a marketing or business plan and a cooperation

agreement that serve as reference documents. The network idea has been extended

throughout the member companies and staffs have become involved in the

cooperation. The network should dispose of the necessary terms of cooperation to

perform and effectively pursue its strategy.


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FACING SOFT FACTOR PITFALLS

Ob jec t i ve

Following the guidelines up to now, you might have brought companies together,

have developed a joint network vision, established network management and basic

norms. This, however, was not the most difficult part. The real challenge is to ensure

that companies actually make use of these agreed terms of cooperation in order to

perform and hence create economic value!

The companies that have decided to continue the cooperation activities at this point

are obviously convinced that there is a business case and believe that the benefits

outweigh the risks/costs. The most critical factor for sound cooperation, however, is

not the optimal combination of core competences, nor the existence of a lucrative

business case. The way how network participants get involved in cooperation

activities is strongly affected by personal relationships and trust. A network of

companies is basically a network of people and it depends on the right mix of people

in order to perform. This means that in parallel to the development of the

organisational cooperation abilities, there should be significant consideration of the

development of the social relationships between the people involved. A stable

cooperation network can only be built on a stable network of trusting people.

CAUTI ON

The best business case (hard fact) will not lead a network to perform if some of the

owner managers do not trust each other or the network manager (soft factor).

ACTI ONS

DO: Treat companies as members instead of participants!

NOTE: Every company shall have an active role in the network and therefore

be certain that the process in their hands.

DO: Work with the participants according to their preferences, expectations

and time!


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DO: Establish periodical and obligatory meetings in order for the owner

managers to get to know each other as persons.

NOTE: Let the members themselves organize the meetings at their premises

DO: Start a discussion about joint rules for doing business as well as for

conflict situations. Trust cannot develop without proper rules being formalised.DO: Establish small working groups on different topics like marketing of the

network, financial issues, joint events etc.

DO: Always reserve sufficient time for informal talks and meetings.

Keep in m ind t he Go lden Ru les o f Char les Handy

Trust needs touch: People do not trust each other from the very first moment.Sustainable, trustful relationships require profound knowledge of each other and

common experiences in business as well as in informal events. Trust takes time

to develop.

Trust needs boundaries: Trust can only be established in a well-definedenvironment. A unifying goal of all network members is the basis for commitment

and mutual confidence.

Trust is tough: Trust in a group cannot be established without impositions. If onepartner betrays does not play fair there is no other way than to exclude him from

the network.


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ANNEXLiterature

Arnold, H., Benz, H., Bonnet, P., Brkle, P., Glz, A., Hofmann, J., Jacobi, J.,

Schulte-Wieking, J. (2003): Besser arbeiten in Netzwerken Wie virtuelle

Unternehmen Erfolg haben. Shaker, Achen.

Brennecke, V. (2004), Innovationsnetzwerke ein anwendungsorientierter Leitfaden

fr das Netzwerkmanagement; VDI Verein deutscher Ingenieure (ed.), Dsseldorf.

Huber, C., Plss, A., Schne, R., Freitag, M. (2005) Kooperationsnetze der

Wirtschaft; vdf, Zrich.

Schne, S. (2000), Kooperationen von kleinern und mittleren Unternehmen Ein

Leitfaden; Polygraphisches Zentrum der Universitt Chemnitz, Chemnitz.

Schubert, I. (2000), Kooperationsprojekte erfolgreich durchfhren, RKW, Eschborn.

Stahl-Rolf, S., Hamann, O., Hausberg, B. (2004), Kompetenz mobilisieren Ein

Leitfaden fr Initiatoren und Manager von Kompetenznetzen; Bundesministerium fr

Bildung und Forschung (ed.)., Bonn-Berlin.

Umbauer, G., Lmmerer, W., Eder, W. (2005): Erfolgreich kooperieren!

Unternehmensnetzwerke anbahnen, realisieren und begleiten, Fachgruppe UBIT,

Wirtschaftskammer Steiermark (Hrsg.), Leykam, Graz.

Wiendahl, H.P., Dreher, K., Engelbrecht, A. (2005), Erfolgreich kooperieren. Best-

Practice-Beispiele ausgezeichneter Zusammenarbeit. Physica-Verlag, Springer, Berlin.


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Best practice

Die Aufmbler

http://www.aufmoebler.at

IMPRO

http://www.impro-praezision.de/

Swiss Microtech Enterprise Network

http://www.swissmicrotech.ch/

Virtuelle Fabrik Nordwestschweiz Mittelland

http://www.virtuellefabrik.ch

Virtuellbau Holding AG

http://www.virtuellbau.ch/

Vollbad

http://www.vollbad.at


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Contacts

- Expert s

Leyla ArsanVERITAS network manager TurkeyTAGES Industry & InformationTechnologies R&[email protected]+90 212 2232101

Georges PuissantVERITAS network manager BelgiumPuissant BtoB ConsultancyBELGIUM

[email protected]+32 2 3811852

Franz SeblVERITAS Network manager [email protected]+43 676 7009035

Charles HuberNetwork ManagerVirtuelle Fabrik NordwestschweizMittellandFachhochschule NordwestschweizInstitute for Business [email protected]+41 56 4624194

Dr. Adrian PlssCoach

Virtuelle Fabrik NordwestschweizMittellandFachhochschule NordwestschweizInstitute for Business [email protected]+41 56 4624192

Michel PoulyCoach of Swiss Microtech NetworkEcole Polytechnique Fdrale [email protected]+41 21 6932559

Franz FilzmoserInnovation expertInnovation Network [email protected]

+43 1 9617111

Dr. Matthias FreitagNetwork expertISA Institute for Systemic [email protected]+49 178 8831110

Prof. Dr. Roland Schne

Network expertChemnitz University of [email protected]+49 371 5314250Mob +49 178 546 07 63

Werner PammingerCluster managerKunststoffcluster Upper AustriaClusterland ObersterreichAUSTRIA



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- Authors

Matthias NsterNetwork expertSylvie Feindt [email protected]+43 1 789061216

Marita GruberNetwork expertUniversity of ViennaFaculty of Business, Economics, and


Sylvie FeindtNetwork expertSylvie Feindt [email protected]+32 2 6622400


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Endnotes

i

Tuckman, Bruce W.: Developmental Sequence in Small Groups, PsychologicalBulletin, vol. 63, 1965, pp. 384-399.

ii Some techniques are described at www.businessballs.com

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