Combining the strengths of UMIST and The Victoria University of Manchester Infrastructure meets Business: Building new Bridges, Mending Old Ones Nuno Gil Nuno Gil, AoM Chicago 2009

Combining the strengths of UMIST and The Victoria University of Manchester Putting the PDW in perspective

Combining the strengths of UMIST and The Victoria University of Manchester Complex, but fascinating empirical setting Basic facilities on which continuance and growth of communities and states depend, e.g., transportation systems (airports, roads, waterworks), utilities (gas, water, power), social assets (hospitals, schools, prisons) Ensuring everyone can access these services at affordable costs is necessary to protect equity and public welfare Neo-liberalism ideology + pragmatism (cash-constrained state budgets) + demand for infrastructure => new infrastructure development and operations becomes a (regulated) business – privatization of state-owned firms – private finance initiatives – public-private partnerships

Combining the strengths of UMIST and The Victoria University of Manchester Conceptual class on its own right? Infrastructure assets, a subset of Complex Products and Systems (CoPS) New assets delivered through capital-, IT-, engineering-intensive projects/programmes High heterogeneity in stakeholder input from developer (client), suppliers, institutional customers, public agencies, local communities, often engaged in symbiotic relationships High heterogeneity of outputs from one-off projects, frequently irreversible once initiated Assets create natural monopolies that can be hard to contest: low competitive intensity Low competitive intensity+ high heterogeneity of inputs/outputs => inertia to move from complex integral architectures (w/wo built-in allowances) towards modular architectures (hybrid at best!) Affordability issues can compromise operational longevity under uncertainty

Combining the strengths of UMIST and The Victoria University of Manchester PDW Architecture Roundtable I: Institutional Developments, Industry Response ( pm) –Young Kwak, The George Washington University –Jochen Markard/Hagen Worch, Cirus - Innovation Research in Utility Sectors, Swiss Federal Institute of Aquatic Science and Technology –Dennis Lorenzin, Head of Global Project Management, Nokia-Siemens Networks –Glenn Ballard, Research Director, Project Production Systems Lab, UC Berkeley Coffee break (3-3.20pm) Roundtable II: Relevance of Research Developments to Practice ( pm) –Donald Lessard, MIT Sloan School of Management –Graham Winch, Manchester Business School –Andrew Davies, Imperial College Business School Brain break (5 min) Challenges, opportunities for taking infrastructure as empirical context (4.20-5pm) –Carliss Baldwin, Harvard Business School –Michael Jacobides, London Business School