Competitividade de PME (Competitivness of SMEs) Mesa Redonda (Round Table)

1. Competitividade de PME (Competitivness of SMEs) Mesa Redonda (Round Table) Dr. Ing. Peter Friedrich (Projeto PME Dinâmicas – FP7) Fritz Change AB (Sweden) in cooperation with Wiesbaden Business School fritz@jobtransfer.com

2. Competitivenessin a turbulent world? • - Indicators for Success - • Do youknowwhat kind ofcompetenceto ask for and the PEOPLE whoarecompetentto do this!! •  Do youunderstand the need for interaction and cooperation!!!

3. Competences in distinquishingbetweenessential and inessential information Competences in discovering trends in the branchareimportant SME!! PyME!! PME!! Source: VOX Barometer

4. Spreadingessential information to the right recipients!! Source: VOX Barometer

5. Do you have a balanced understanding of learning for competitiveness and innovation??? •  balance between two modes of learning and innovation* DUI-mode: an experienced-based mode of learning based on doing, using and interacting. Doing Using Interacting STI-mode: a mode of innovation based on the production and use of codified scientific and technical knowledge Science Technology Innovation Which mode are you heading for ….. ………………to learn to manage turbulences in SMEs??

6. ENABLERS /Tools Strategies for SMEs?? Or only for big companies??

7. Important IMPLICATIONS of DUI + STI Mode • On the level of the firm: • Reconsider knowledge management strategies • Prescribe the use of ICT as tools for codifying and sharing knowledge? • Do you emphasize the role played by informal communication and communities of practices to mobilize tacit knowledge, for proactive problem-solving and learning??

8. Important IMPLICATIONS of DUI + STI Mode • level of the whole economy: • Reconsider and combine approaches to national innovation systems • Focuse on the role of formal processes of R&D in order to produce explicit and codified knowledge • (2) Do you focuse on the learning from informal interaction within and between organisations which can result in competence-building, often with tacit elements???

9. II. Arethereprocessesofintertwinning in yourcompany? Intertwinningtakestime! Butturbulencemoves fast! Do wetake the time in the right moment? Areweproactiveenough? Development of Competences for Turbulences

10. Concluding Question How can we (researchers) support SMEs to become competitive in a turbulent environment????  Action Research for the development of tools and processes for handling turbulence?!

11. Is Action-Oriented Research conducive for SMEs*?? *Source: Daniel/Wilson 2004)

12. What is Action Research doing for you? • Action research is research aboutchangeofpracticewithpractioners • AR is aboutpractice and the resultsarethenoffered by scholarsfor the use bypractioners • Do Youwantthatsomebody independent tellsyouwhattochange in yourpractice??? • Consulting work is workonlydoneforpractioners

13. AGENDA WorkShop • Turbulence and Action Research • Short Introductionto AR (Goals, Objectives + Successcriteria) • Expectationsof the participants • Action Research Process • Examples and Results from AR • Howto make AR work (Tools) • Moderator Tools, RoleofARer, OrganisationalInfrastructure for AR, Control ofethicalissues, • Shortcomingsof AR

14. Action research – a tool to empower SMEs in a turbulent environment MINI-Workshop Friday November 18th: 8.30-12.15 Dr. Ing. Peter Friedrich Fritz Change AB (Sweden) in cooperation with Wiesbaden Business School fritz@jobtransfer.com

15. OBRIGADO!! ThankYou! Gracias!! Grazie!! Danke!!!! Tack!!!

17. Action Research and Turbulence (1) ..the turbulent field is an environment in which the shared ’common ground’ is in motion… (see Causal Texture Theory Emery/Trist 1965) ??? The shared common ground for SME ??? Is action research an adequate methodology to handle turbulence?

20. Dual objectives of action research… ”…to contribute both to the practical concerns of people (in SME) in an immediate problematic situation and to further the goals of social science simultaneously. …there is a dual commitment in action research to study a system and concurrently to collaborate with members of the system in changing it in what is together regarded as a desirable direction. !!!!!...accomplishing this twin goal requieres the active collaboration of researchers and ’client’, and thus it stresses the importance of co-learning as a primary aspect of the research process…” (Gilmore/Krantz/Ramirez 1986)

21. Or 5 Phases (Susman 1983)

22. Critical Path for Developing Innovation Competencies (Output Paper/EU, 2004)

23. Moreproduction innovation then process innovation

24. A common model for competitiveness Turbulence??? “changes in causal interconnections in the environment” Trend: Competitiveness by Innovation and through competences for innovation Source: Economic Commission for Africa/2004

25. Dialoqueabouttraining offers gives result

26. An Example from Norway with focus on learning: The Vox Barometer To be competent in a turbulent environment The Vox Barometer is a nationwide, biannual, quantitative survey monitoring the basic skills situation in the adult population in Norway. The barometer has paid particular attention to on-the-job learning in relation to innovative competences in Norway. Each year the spring edition of the barometer focuses on attitudes among the leaders and management of enterprises and the autumn edition on attitudes in the whole population

27. II. Need for Intertwinning • A SMEs competence for innovation and higher competitiveness is the result of the intertwinning of actions on four levels: • Individual • Team • Organisation (CompanyLevel) • Network •  Need for the development of Tools/Methods to approach and intertwin all levels

29. Need for people who are competent to ”keep an eye on turbulence!!” • ???How can we achieve this??? • Balanced understanding of learning for competitiveness and innovation • &/= • II.Intertwinning of actions between different organisational levels