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Versailles - 10 & 11 February 2000

Friday 11^th February
Morning session

9h30: Relationship building and Networking

Roy Tubb - Upper Savo Development Company (fi)

Mr. Tubb set out the structure for this session.

• Clusters and networks are key - but what are they? A clear message is needed.

• We need a methodology and practices which will effectively promote our aims.

• When relationships and networks are developed how can they be maintained and improved.

• It is necessary to identify clear objectives for networks and relationships.
  How do relationships and networks cope when members hold varying interests and objectives?
  What happens when the objectives of members of a network change during the active lifetime of the network?

• Networks are more than electronics. Personal links are key.

Pierre Chapignac - Stratégie & Mutation (fr)

• Networks are built upon a common project, clear management/focus and a system of sharing information and technological co-operation.
  These are the three main pillars for networks but they open to change in specific cases.

• Networks are needed within large companies and between SMEs.

• Projects need their own momentum/strength in order to be able to drive or maintain a connected network.
  Over time networks can build relationships.

• The sharing of information is key to the working of the network.
  If a network is operational and information sharing is taking place within the network then they will develop and relationships will evolve and strengthen naturally.

• The intermediaries role is central to bringing together appropriate partners and providing focus for the network’s actions.

• Projects need funding; for management and for technology. This is important for the functioning of the network in the long-term.

• Awareness-raising is an ongoing process throughout the project.

Detlef Hanke - Multi Media House - EC-NOW (de)

• Awareness models help to establish the scope and range of networks.
• Intermediaries can advise networks so that they pursue achievable goals.

Vanni Rinaldi - Legacoop - IT-COOP (it)

• Mutual benefit is key to developing real networks and relationships.
• Information is the key commodity. E-brokerage can be useful in this area.
• Piggybacking on existing networks is good practice.
• Work continuously to add members to networks and always seek t deepen the relationships within.

James Scott - Lothian & Edinburgh Enterprise ltd - BUKS (uk)

• SMEs show a high level of interest in ICT but there is a low level of activity.
  Especially where very few networks are currently in existence.

• It is difficult to relate ICT to an SME’s situation.
  Networks and relationships should therefore be built upon tangible activities.
  The work of Champions within such networks can promote this.

• Use competitive selection to choose those SMEs best able to benefit from inclusion in a supportive network i.e.: support the winners.
  Use success to generate a positive loop in the promotion of ICT use.

Ferdinand steger - Techno-Z Salzburg ges.m.b.h - Infowood (at)

• Human resources are key to networks and relationships.
• Building trust and credibility are key first steps in establishing working networks.
• Ensure networks focus on the interests of their members.
  Networks must be able to adapt their focus as the interests of their members evolve.

11h15: Using ‘best practice’ cases

Louis Lengrand - LL&A - Epsilon Umbrella Structure (fr)

Mr. Lengrand set out the context for this session.

• Push or Pull?
  Does one look for best practice or does one generate best practice?

• Average projects will contain ‘nuggets’ of best practice.

• Using best practice involves changing attitudes
  SMEs don’t believe that it would work for them.
  It is necessary to persuade SMEs that it can be relevant to and valuable for them too.

He then outlined the key questions to be covered by the speakers and considered by the other Epsilon participants.

• How can ICT be used to disseminate best practice?
• How do you describe best practice?
• How do you stock best practice?
• How do you store best practice in an accessible and user-friendly database?

Pierre Souris - Kalimedia-Declic (fr) (English) (French)

• Can best practice exist in a fast changing environment?

• Best practice must be sought out.
  Create an open structure which allows people to express their best practice examples.

• Be curious.
  Don’t have preconceptions.
  An openness to new ideas is essential to finding best practice.

• How to transfer know-how?
  Have a concrete and real approach - don’t be theoretical
  In order to encourage best practice one must also encourage ambition within a realistic context.

• How to spread know-how?
  Use a range of techniques - Video conferencing, the Internet, paper products.
  Be adaptable

• Best practice cases must be pertinent.
  A good project is only good in certain contexts.

• Best practice only exists in relation with the goals of the project.
  Face-to-face meetings are key to gaining an understanding of these goals.

Jochen Meyer - OFFIS/Oldenburg- EC-NOW (de)

• One must apply ICT usage best practice cases to appropriate stages in a company’s ICT development.
  Does the case concern the right technology?
  Is it in date?
  Are the target groups connected?
  Consequently, best practice repositories can provide poor value.

• Search for individual and relevant examples of best practice focused on the needs and interests of the target group.

Niall Campbell - British Footwear Association - Footprint (uk)

• A programmatic approach is useful for SMEs.
  A theoretical approach is of little use and can damage levels of interest.
  Best practice / Case studies are understood by SMEs.

• Best practice helps SMEs learn from the mistakes of others.

• It is necessary to focus studies on the right user group.

• Best practice is hard to find and often out of date - therefore look for good practice.

• Best practice is defined and analysed - therefore someone has editorial control.
  Ensure that relevant aspects are not lost.

• Use ambitious but realistic objectives.

• Bad practice can provide useful demonstrations as well.

• An outstanding questions is how one codifies best/good practice and then makes it available.

Roberto Zuffada - European Trends Association - IS4SMES (it)

• Best practice can be a useful way of raising awareness.
• Use a catalogue of success stories
• Best practice can share experiences of different methodological experiences.
• It is necessary to fit best practice into a structure or theory.

Key conclusions

• Best practice is relative - use a relevant case.
• Care is necessary in its use - ensure cases are applied to the appropriate stage in a company’s ICT development.
• Use with other tools
• Codifying best practice into a useful database is very difficult.
• Make the case study practical and directly applicable.
• Integrate best practice into a company’s strategies and processes.

12h30: Epsilon objectives and the Networked Economy:
evolution of the concept

Michel Coomans - Enterprise DG, European Commission

In Europe one can identify:

• Insufficient ICT use and penetration.
• Sub-optimal networking.
• Geographical and sector variations in ICT use.

Knowledge Resource Networks are central to all solutions for these problems.

Such co-operation should be focused on:

• sectoral interests,
• professional activity,
• regional competencies,
• size.

However, the nature of Knowledge Resource Networks is that they are flexible and voluntary. Each Knowledge Resource Network is different and therefore a ‘one size fits all’ approach is inappropriate.

Epsilon has gone a long way in finding solutions and valuable approaches for these questions. Questions that remain for the Epsilon projects and future work in this area are:

• How can the Epsilon experience and results be shared and disseminated?
• What further work in this area is necessary?
• Going into the future, what should the roles for the different players in the Epsilon project be?

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