AMIR SASSONASSOCIATE PROFESSOR, BI

KNOWLEDGE BASED NORWAY

ICG16.09.2010

Industrial Development and The Vision Advantage

On Associations

Given: Passive Loud Hazardous Polluting

From craftsmanship to industry.

Standardized transformation is the key!

Contestable: Active Subtle Ingenious solutions Tackling

Application of knowledge.

Transformation is the end of the process!

Images of Industry

Coordination

A Structural Hypothesis

The structure of industrial production provides Norwegian industrial firms with vision and coordination advantages.

Vision

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).

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!

16 / 09 /10

Date Project

Supervisor’s Typed Name Here

You Got It Done

Norway

Value Creation

Vision: To be a global leader within… (fill in your industry here)

Process•Innovate•Innovate•Innovate

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

Connected innovation

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

Value Shops

Value Chains

The Vision Advantage: Origins

The Vision Advantage: Origins

Current

The Vision Advantage: Origins

Future

The Vision Advantage: Maintenance

Human Capital Grenland

Human Capital Norway

The Vision Advantage: Maintenance

The Vision Advantage

Service firms Sparse

relations

Markets

Projects

Industrial firms

Sparse relations

Knowledge

providersTight

relations

Multiple relations

Educational Attractiveness

R&D Attractiveness

Talent Attr

activenessOwnership Attractiveness

Cluster

Attractiveness

Environmental Attractiveness

Clusterdynamic

s

The global knowledge hub index

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.