The Italian chains of new manufacturing: a «room» of multidimensional strategic relationships

Transcription

1 ENTREPRENEURIAL THINK-PAD FOR STUDENTS Treviso Campus, June 18 th June 20 th 2015 Friday, June 19 th The Italian chains of new manufacturing: a «room» of multidimensional strategic relationships Federico Callegari Studies and Economic Development Area Treviso Chamber of Commerce federico.callegari@tv.camcom.it

2 THE AGENDA 1. A necessary introduction: Is Italy launched irreparably towards industrial decline? Discovering a «two-faced» italian economy 2. What s s behind the success of italian export? A short journey through features and case-histories of Italy (and Venetian, in particular) new manufacturing chains 3. The importance to analyze (and support) the new manufacturing chains as a «room» (or an environment) of strategic relationships. Let s s try to define (and to debate) an «open» model of value network

3 3 A good representation of the two faced Italian economy Industrial turnover in Italy, and other principal euro partners (exc. Buildings and Energy) Seasonally adjusted monthly index: January 2008 December 2014 (Base 2010 = 100) FOREIGN SALES Exceed pre-crisis level (current values) Internal Sales and Foreign Sales in Italy Index base 2010=100 TOTAL TURNOVER -20 basic points Source: Eurostat

4 In this framework, can we talk about industrial decline for Italy? Can we criticize as not competitive a specialization model that generates the fifth trade surplus in the world (excluding energy)? 4

5 AN OTHER GEOECONOMIC PERSPECTIVE 5 The map means: Italy participates in one of the most important manufacturing hubs in the world Every red point: 1 manufacturing medium entreprises ( employees)

6 6 2. OVER THE MAP, WHICH FEATURES DO THE NEW ITALIAN NEW MANUFACTURING CHAINS HAVE?

7 AT FIRST SIGHT: THE RECOGNIZED VALUE OF ITALIAN MANUFACTURING CHAINS IS BASED ON THESE TWO IDEAS: «BEAUTIFUL AND WELL-MADE», «UNIQUE AND UNIVERSAL». A way that doesn t exclude innovation paths

8 AND YOU HAVE TO CONSIDER ALSO THE TECHNOLOGICAL CHAINS SUPPORTING NEW MANUFACTURING Machinery, mechatronic equipment, molding, precision machining closely interconnected with services. In these chains, often we find entrepreneurs whose mission is: to know how «to buy» technological problems, and how to sell customized solutions. For all sectors, and nowadays for different markets in the world

9 9 It s the moment to ask: what is a new manufacturing chain? How does it works? For what reasons can we define a chain as an «environment» of strategic relationship Household furniture Contract Office Ships Fittings Logistics and distribution Assembly Panels production Woodworking Forestry

10 10 Not only a series of technical input/output: focus on chain as room of strategic relationships Household furniture Contract Office Ship Fittings MARKETING Logistics and distribution INSTALLERS AND FINISHING SERVICES FINANCING SERVICES SERVIZI FINANZIARI Trend Hunter Design Assembly Panels production Woodworking HOME AUTOMATION PAINTING PROCESS TECHNOLOGIES REUSING WASTE FOR ENERGY TESTING AND CERTIFICATION PROFESSIONAL SCHOOLS DOMOTICA INTERNET OF THINGS FORESTRY CONTROLL Forestry COMPOSITE WOOD SUBSTITUTE POTENTIAL NEW ENTRY OPERATORS FOLLOWING INNOVATIONS

11 DALLE LOGICHE DI SETTORE ALLA FILIERA COME SPAZIO DI RELAZIONE 11 Not only a series of technical input/output: focus on chain as room of strategic relationships Household furniture Contract Office Ship Fittings A SPACE OF COMMERCIAL, STRATEGIC AND COGNITIVE RELATIONSHIPS

12 INSIDE OR OUTSIDE THIS ROOM OF STRATEGIC RELATIONSHIP: WHAT CONSEQUENCES? 12 Those companies that remain trapped in a traditional vision of their sector: 1. They undergo path dependency risks (due to low interactions with the more extended environment of the chain) 2. They don t understand evolutionary patterns of the chain (and the potential network redesign between operators of different sectors) 3. They run the risk of more frequent cognitive (and then competitive) displacements 4. They have very high cost to manage the change, alone. TRADITIONAL SECTOR A SPACE OF COMMERCIAL, STRATEGIC AND COGNITIVE RELATIONSHIPS

13 INSIDE OR OUTSIDE THIS ROOM OF STRATEGIC RELATIONSHIP: WHAT CONSEQUENCES? Those companies that interact with this environment of strategic relationships: 1. They can develop absorptive capacity of knowledge from different fields than those in which they operate (in management we talk about boundary spanning ) They can develop together this absorptive capacity, and make specific value networks (upstream or downstream of the chain, with specific strategic focus: for exampleon R&D, technologies, market penetration) 3. In this way, they can learn to explore new business possibilities related to the different factor drivers of the chain; they can trigger learning paths that will be functionals to evolve products, processes, business models, changing at the end the same boundary of the chain A SPACE OF COMMERCIAL, STRATEGIC AND COGNITIVE RELATIONSHIPS

14 14 This idea of chain is important not only for leading and innovative companies that want to enact with their business environment, but also for policy makers To belong to a chain means to be able to enact (as Simon taught) the relationship system of the same chain The leap is not easy for small enterprises, structurally fragmented, and because of that, with a strategic vision of the industry which is limited, at best, to the relationships with their customers and suppliers Then, considering these, we can underline the importance of institutional subjects (chambers of commerce, entrepreneurs associations, etc.) that can drive the companies inside the «room», can trigger an organizational learning process in the companies, by which companies could understand, partecipate, exploit the interdependence value, and discover the full benefit of what it is called, in management, «NEXUS EFFECT» A literary metaphor to finish: Every word has fluctuating boundaries. Take advantage of this fact for the aesthetic result is the secret of style " Arthur Schnitzler ( )