Enterprise Networks Making Networks Work

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Enterprise Networks- Making Networks Work

• Alan Nuzum, Skillnets Ltd.

Boosting Skills and Productivity
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Skillnets Mission

• To improve learning activity in the workplace
  leading to enhanced skills, employability and
  competitiveness.
• Focus on workers - people in employment
• Private sector firms
• Open to all sectors, regions companies sizes
• Particular priority is small/medium businesses

Trainers Network Conference May 2005
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Training Networks Programme
Integrates Networking benefits With Best
practice training development
KEY PRINCIPLES Enterprise-led approach
Mobilisation of groups of enterprises Active
participation Co-investment Best training
practice Needs driven Innovation Added
Value
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Networks are.
The coming together of a group of enterprises of
whatever size, to use their combined talents and
resources to achieve results that would not be
possible if the enterprises operated
individually. (US NET) the pattern of formal
and informal linkages between individuals,
businesses and other organizations such as
government and voluntary agencies Blundel and
Smith (2001) Networks are not the same as
networking
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Characteristics of Networks

• Contact from low to high-level networking but
  contact is typically informal and
  non-contractual.
• Reciprocity - a willingness to exchange
  information, know-how, propriety knowledge and
  goods.
• Trust - a willingness to risk placing faith in
  the reliability of others.
• Learning - a recognition that knowledge develops
  and best-practice should be learnt.
• Partnership being prepared to commit to
  specific and long-term business relationships.
• Decentralism realisation that centralised
  information and decision-processing is
  inefficient.
•  

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What can networks do?

• Material Benefits Firms can increase sales and
  lower production costs by working together.
• Reduced costs/buying power
• Greater efficiency
• Responsibilities resources shared
• Customisation of training to group needs
• Administrative and development support,
  expertise, resources
• Higher quality training
• Enhanced image/exposure
• New business opportunities
• Psychological Benefits As firms eliminate their
  isolation they learn that their problems are
  shared by others.
• Reducing isolation
• Mutual support/sounding boards
• Peer Interaction/discussion
• Motivation momentum
• Belonging/shared purpose
• More likely to try new things (innovation)

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What can networks do? (contd)

• Developmental Benefits By promoting interaction
  with other firms, networking increases learning
  and the ability to adapt to the changing economic
  environment.
• New information and options
• Expanded range of learning opportunities
• Inter-firm learning
• Access to industry expertise
• Shared development of new approaches/products/tool
  s
• Shared commissioning new courses, occupational
  standards, certification
• Benchmarking access to best practice role
  models
• Faster innovation
• Improved analytical and strategic thinking

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Features of Networks

• Unifying Purpose
• Independent Members
• Voluntary Links
• Multiple Leaders
• Integrated Levels

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How Networks Operate

• Task- the aims of the network - what it hopes to
  achieve and the issues around that
• Process- the way the network acts as a unit and
  not as a loose alliance. For example how the
  steering group takes key decisions
• Delivery- the way that the activities of the
  network are delivered, based on the decisions of
  the steering group

• Key Elements
• Network Agreement
• Network Plan
• Network Structure
• Agreed Rules and Procedures
• Decision Making Processes

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• Why do firms join Networks?
• Added-value or perceived value (what do I get
  from this?)
• Opportunity for growth and personal achievement
• Recognition
• Responsibility
• Why do firms leave?
• Lack of time
• Failure to identify with the network
• Lack of clarity as to the goals of the network
• Changing business circumstances
• Perceived lack of benefit / network not meeting
  needs
• Personal and family matters.

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Key Success Factors

• Strong enterprise leadership
• Effective facilitation importance of
  institutional thickness - a necessary condition
  for successful networks. interventions must be
  measured and sensitive to the needs of specific
  network forms. (DTI 2001)
• Openness and trust
• Focused goals that are understood, agreed and
  shared by all the members
• Clear and measurable economic benefits for firms
• Early and tangible results vitality of a business
  network is critical to its overall performance.
  This is partly dependent on the rate of entry and
  exit of firms. (DTI 2001)
• Commitment and participation
• Action/Interaction balance

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A Skillnet (Training Network)
Awards Bodies
Trainers
Education
Member Company
Member Company
Expert/policy Groups
Member Company
Member Company
Member Company
Member Company
Member Company
Member Company
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Skillnets Training Networks Programme

• Sectors
• Transport Logistics
• Clothing and Textiles
• Plastics
• Textiles Clothing
• Retailers
• Services
• Tourism
• Printing Publishing
• Construction
• Electronics
• Food
• Information Technology
• Medical Devices
• Healthcare Practitioners
• Leisure Facilities
• Hotels Restaurants
• Manufacturing
• Food producers

• Regions
• Donegal (north west)
• Galway (west)
• Mayo (west)
• Border Counties
• Carlow/ Kilkenny (midlands)
• Waterford (South East)
• Mallow (South East)
• Cork (South)
• Limerick (West)
• Lietrim (North West)
• Dublin (East)

• Network Promoters
• Individual Companies
• Special network companies
• Trade associations
• Industry Federations
• Chambers of Commerce
• Trades Unions
• Employer/Union partnerships

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Skillnets Strategy 2005-2010
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