Udbuds- og kontraktformer som et virkemiddel til at skabe værdi gennem innovation Sebastiano Lombardo, Head of Innovation Norconsult.

Udbuds- og kontraktformer som et virkemiddeltil at skabe værdi gennem innovation

Sebastiano Lombardo, Head of InnovationNorconsult

Sebastiano Lombardo

• Head of Innovation at Norconsult AS

• NTNU – Sivilingeniør (1997)

• BI Norwegian Business School – Master of Management (2006)– PhD candidate (2013)

• Certified E.deBono instructor

• Past experience: – Statoil, SINTEF, Gjensidige, Norsk Hydro– Master trainer Co-Creation Program Norsk Hydro ASA

PhD project - The Value of Co-Creation

• a study to understand successful client - consultant interaction

• based od empirical data from 30 projects cases of which– highway (6)– railway (4)– metro (1)– airport (1)

• topics in the 4 articles– creativity under constraints– value definition– strategic implications of co-creation– creativity best practice

• today I propose insights from this research

Tendering and Contract forms as an instrument to create value through innovation

Sebastiano Lombardo, Head of InnovationNorconsult

INNOVATIONVALUE CREATION

TENDERING

CONTRACTING

I WILL KEEP THIS SIMPLE ;-)

yet not trivial…

I WILL PROVIDE YOU WITH TOOLS

TO REFLECT AND ACT

INNOVATION and CONTRACTING

interesting

because of

the definitional issue

INNOVATION & CREATIVITY

ANY DEFINITIONS ?

1

2

CREATIVITY defined

Creativity awareness

Think of a highway project that is aboutto start.

How does the contract contribute to shape "the box"?

Focus Idea Generation Idea evaluation Final choice

INNOVATION PROCESS defined

Evaluation of

Offering

Tenderdesign

Contract

I will highlight a few key aspects with respect to innovation

Tenderdesign

Pricing model

Key Competence

Planning phase

Incentives

ContractEvaluation

of Offering

Fixed vs pr/hour

regional planning vs building the road

Tender design

• Require innovation management competences

• Require an Innovation Process design as a part of the offering– independently from the level of planning– propose a focus for the innovation process

• Include incentives

Evaluation of

Offering

Tenderdesign

Contract

Price

ProjectOrganization

KeyCompetence

Solutiondesign

evaluation criteria!% weight?

evaluation criteria!% weight?

innovation teamincluded?

Evaluation of offering

• Check Innovation management as key competence – in addition to geology, construction, landscape, etc.

• Check for any description of how the innovation process is designed– focus areas (at least)– phase descriptions– duration– budget– participants– etc.

Contract

Schedule /Deadlines

Scope

Work packages

Dailyfines

Evaluation of

Offering

Tenderdesign

Contract

• Contract can be the show stopper.

the most normal and trivial excuses for not having innovation

• Scope: "this is just a technical issue" • Budget: "we have no resources for that", • Schedule: "we have no time left"

the most real cause for not having innovation

• Lack of relevant knowledge and compentence– on both sides

VALUE

AND

VALUE CREATION

through innovation processes in highway projects

THE VALUE CONCEPT

economic , cultural, social, symbolic

currencies

Value defined in terms of capital variation.

VALUE CO-CREATION practices

ACCESS TO CAPITAL

EXPLOIT THE CAPITAL

PROVIDE

DENY

ENABLE

DISABLE

24

Co-created Value calculations

Vtot = ∆ Capital total =

THE BUYER'S PERSPECTIVE

• CO-CREATION– acknowledge the buyer's role in the value creation

• Buyer's COMPETENCE– how does a cost-effective innovation process look like?– how to asses an innovation process design?– how to define value?– how to take into account all the forms of value?

Conclusions and recommendations

• Change the rules to foster innovation?– not necessary– not sufficient

• Ask always and explicitly for innovation in the tender (not as an option)

• Enhance buyers knowledge and competence – Training program for Professional Innovation Service Purchase.

[email protected]

mobile: +47 9301 2003

Thank you!