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Industrial Development and The Vision Advantage

Industrial Development and The Vision Advantage. Amir Sasson Associate professor, BI Knowledge Based Norway ICG 16.09.2010. On Associations. Images of Industry. Contestable: Active Subtle Ingenious solutions Tackling Application of knowledge. Transformation is the end of the process!.

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Industrial Development and The Vision Advantage

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  1. Industrial Development and The Vision Advantage Amir Sasson Associate professor, BI Knowledge Based Norway ICG 16.09.2010

  2. On Associations

  3. Images of Industry • Contestable: Active • Subtle • Ingenious solutions • Tackling • Application of knowledge. • Transformation is the end of the process! • Given: Passive • Loud • Hazardous • Polluting • From craftsmanship to industry. • Standardized transformation is the key!

  4. A Structural Hypothesis • The structure of industrial production provides Norwegian industrial firms with vision and coordination advantages. Vision Coordination Environmental legislation, electricity pricing, and predictable and stable competitive rules are essential but they only define the playing level field(and let’s not underestimate their importance).

  5. Your Organization Name Here honors Employee Name Here You Work Hard and it Shows. You Get It Done, You Get It Right. Your Results are Outstanding! Supervisor’s Typed Name Here You Got It Done Norway 16 / 09 /10 Date Project

  6. Vision: To be a global leader within… (fill in your industry here) • Process • Innovate • Innovate • Innovate Value Creation

  7. The Vision Advantage • Exposure to diverse inputs increases the chance of creating value due to: • Productive accidents. • Synthesizing opinions, experiences and ideas. • Stepping into uncharted territories. • Deploying relevant learning

  8. Connected innovation Value Shops Value Chains Innovation is originating from inter-organizational relations. But not all such relations materialize. Value chain firms, manufacturing firms, attach much significance to their relations to knowledge providers, value shops, but much less to relations to their counterparts. Value Shops Value Chains

  9. The Vision Advantage: Origins

  10. The Vision Advantage: Origins Current

  11. The Vision Advantage: Origins Future

  12. The Vision Advantage: Maintenance • Human Capital Grenland • Human Capital Norway

  13. The Vision Advantage: Maintenance

  14. The Vision Advantage Projects Markets Knowledge providers Tight relations Industrial firms Sparse relations Multiple relations Service firms Sparse relations

  15. The global knowledge hub index Cluster Attractiveness Educational Attractiveness R&D Attractiveness Cluster dynamics Environmental Attractiveness Talent Attractiveness Ownership Attractiveness

  16. On location Attractiveness and Nourishment • We mostly speak about attractiveness in terms of public incentives, macro economic conditions, stability, salary level, and labor productivity. • Now: • Who else is there? What can the others be good for? • Can they provide the necessary knowledge for renewal and development? • Education, environment, talent, R&D, ownership and cluster attractiveness, coupled with dynamics. • The fate of Norwegian industry is hence a function of our investment in their knowledge providers.

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