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WINcubate Talent for Leadership Towards a New Agrifood System: Methodologies and Tools for Business Transformation.

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Presentation on theme: "WINcubate Talent for Leadership Towards a New Agrifood System: Methodologies and Tools for Business Transformation."— Presentation transcript:

1 WINcubate Talent for Leadership Towards a New Agrifood System: Methodologies and Tools for Business Transformation

2 WINcubate 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.

3 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 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 Research Areas (1) Knowledge management for the Food Industry eLearning tools and solutions for Food Supply Chain Three key Themes of Research:

4 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 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 for knowledge-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)

5 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata IT Doesnt Matter As availability of IT has increased and its cost has decreased, information technology has become a commodity. IT Doesnt Matter by Nicholas G. Carr, HBR At Large, May 2003 Its the combination of IT and innovation that helps companies outpace rivals.

6 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata The Approach Guide Organizations toward a Change Management Approach Change Management Readiness for Change Performance Measure Develop Business and ICT Solutions Enabling Change Assessment Change Implementation Change Monitor& Renew Change Strategy

7 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Customer Value Organizational structure Processes and Technology Culture Climate Skills capabilities Critical Ind. Value Drivers Industry Factors Competitive Forces Cooperative Forces Macro Environment Where to start? Business Model Environment Business Assessment of Internal business Assessment of external business environment eReadiness assessment Future Trends Opportunities Threats Readiness for Change

8 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 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 Research On Readiness Readiness for Change

9 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Organizational Change People Enabling 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

10 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 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 Change

11 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 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. 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:

12 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Phases and Components Change Readiness Assessment Change Strategy Design Change Scenarios Generation Change Implementation Guidelines Month N Month N+5 #1 #2 #3 #4 ICT endowment/skills IT Solutions Requirements Organizational Mechanisms Information & Requirements Collection #0 Process Focus Technology/Solutions Focus Objective/Metrics As is Processes Digital Organization Practices

13 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Information & Requirements Collection: Why and How? Why… because the understanding of which processes to focus, the actual/potential enabling tools/solutions to apply and how the process works/perform currently, allows to identify where the inefficiencies and missed opportunities stay mostly and to tune the redesign actions accordingly. How… through the collection of basic information related to the key processes to change/optimize (sub-activities, specializations, potential causes of failures/delay, metrics) and the features/benefits of the enabling tools and solutions. Process Focus Technology/Solutions Focus Objective/Metrics As is Process

14 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Why… because the assessment of the level of endowment/skills and willingness/awareness to change allows to evaluate if and how much a company/business unite is prepared to experience a transformation from a traditional to a digital organization and to tune the change strategy accordingly. Change Readiness Assessment: Why and How? How… through the design and submission of a structured questionnaire to managers in order to capture either punctual data and personal opinions related to the critical aspects of change readiness of their companies/business units ICT endowment/skills Digital Organization Practices

15 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 2-Current Processes Analysis 3-Target Processes Analysis 4-System Interactions 5-Transition Analysis 6- Stakeholders Evaluation 1- Start-up Change Strategy Design: Why and How? Why… because the implementation of redesign requires a preliminary identification of where change is more feasible (to create the success story) and so which processes/practices to be changed first and with which extent and the level of stakeholders support on which to rely… How… through the Matrix of Change supported by a specific best practices knowledge base that allow to define and visualize the current and target status and to assess their stability level and the difficulty of transition from the old to the new, as well as the identification of tools/solutions to enable the new process….

16 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 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 farms activities. An Application in the Agrifood Context

17 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 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. An Application in the Agrifood Context

18 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 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. An Application in the Agrifood Context

19 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata 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) An Application in the Agrifood Context

20 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Why… because the implementation of change should be based on the definition of different (alternative) paths evaluated according to organizational expectations and needs. How… through the application of the redesign-native, innovative and structured methodology of the Process Handbook and the software tools supporting the application of the methodology itself. Change Scenarios Generation: Why and How? Process Deep Structure Alternative scenarios Evaluation

21 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Change Scenarios Generation: Outcomes A - get/define customer requirements B - check scheduling and availability C - enter customer data D - close booking E - receive payment Get requirements directly Check by GDS Enter data by web format filling Close booking by mail Receive payment by credit card Get requirements by phone Check on the web Enter data by phone call Close booking by phone Receive cash payment Get requirements by the web Enter data by customer code* Close booking via system registration Close booking via fax *hypothesis of frequent customer Metrics Cluster#MetricTradit. ModelNew Models Dimension 1 Throughput time (minutes)2730 + 2 Resources (n)1 - 3 Process parts (n)6 + Cost 3 Total cost (euros)42 + 4 Cost per resource (euros)31 - Value5 Customer 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).

22 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata New business models 1 Collaboration tools 2 eBusiness Solutions 3 Knowledge Management Services 4 Relationships Management Solutions and Tools 5 Develop Business and ICT Solutions

23 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Business and ICT Solutions Business 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 Digital Marketplace

24 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Evaluate the process 1 Evaluate the satisfaction level of stakeholders 2 Measure Key business indicators 3 Review & Evaluate performance metrics 4 Assess needs for future change 5 Continuous Improvement 6 Performance Measurement

25 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata Keys to Change Management SUCCESS Optimization Flexibility Networks Speed Visibility Collaboration Business Model Processes and Technology Culture, Climate, and Capabilities Decision Making and Information Value Network and Alliances Physical and Intellectual Assets Organization and Legal Structure Innovation Enabling Technologies

26 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata eMarketplace

27 WINcubate Talent for Leadership ©Copyright eBMS – eBusiness Management Section – Scuola Superiore ISUFI – Università di Lecce - Riproduzione vietata THANK YOU!


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