Reclutamiento

Now that we analyzed the results of our case study, we continue exploring the business consequences of the changes that we see in the value network when the Karel Doorman project is turned into a replicable product. After that, we continue with analyzing to what extent we can generalize our case study results.

5.4.1 BUSINESS CONSEQUENCES

Now that we are aware of the changes in the value network in terms of roles and risks, we are interested in the business consequences of those changes for Royal HaskoningDHV, and especially NSI.

In the project situation NSI fulfils the role of the designer of the construction, in the product situation this changes to a role which we call supplier of the Karel Doorman product. These new role integrates several roles. By taking this role, NSI fulfils a much larger role than they did in the project situation. This is reflected in the amount of risk NSI carries as well. We foresee the following business consequences of taking a new role with the corresponding risks:

NSI becomes a major player in the value network and functions as a system integrator.

NSI has more power in the value network.

NSI can ask other parties to fulfill a certain role in the network instead of being asked as a designer of the construction.

The new role is larger and consists of elements that are outside the usual/core business of Royal HaskoningDHV (or at least the BL Buildings).

The new role asks for skills and capabilities that are not needed in the traditional role, such as product marketing, product selling, and system integrating.

In the new role distribution and sales channels are needed.

In the new role a larger portion of the value network risk are carried by NSI, so the attitude towards risk taking should change from risk-adverse to risk-taking.

In exchange for this larger risk portion NSI should claim a larger amount of the value network benefits. Therefore negotiation skills are needed.

The amount of risk that have to be managed by NSI increases significantly, the attention paid to risk management should therefore increase as well. A clear system in which all risks can be secured is essential. In this system all information on risks of both on products that NSI is currently supplying and products that were sold in the

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past, should be stored. Furthermore a clear method to assess the risks must be used for every new product; we recommend the RRBS method that we used in this case study.

5.4.2 GENERALIZATION OF THE RESULTS

To estimate to what extent our case study results can be generalized, we first check whether the Karel Doorman Rotterdam project resembles an average project that the BL Buildings is involved in.

The Karel Doorman Rotterdam project was a project conducted by the BU Hubs & Leisure. Most roles that were present in this project are commonly found in projects that the BL Buildings participates in. Almost all buildings are completed by a value network that consists of a supplier of permission, an architect, a designer of the construction, other advisors, a project developer, a land owner, and a financer. Usually there is specific client as well. In the Karel Doorman Rotterdam case, the client is somewhat embroiled. The owner of the super structure is the end client, but the owner of the sub structure can be seen as a client as well. Furthermore, the role of the policy maker would not always be as clear as in the Karel

Doorman case. Besides of the unusual inducement, and the unusual delay due to the real estate fraud scandal, the course and organization of the project is comparable to other project in which BL Buildings takes a role. In that sense we suspect that our case study results for the project situation can be generalized for all projects in which new technologies are developed. For projects where only existing techniques are used some risk (especially from the legislation & regulation type and the technical type) will be non-existent, or at least smaller compared to the Karel Doorman project.

We then have to consider the extent to which our case study results of the product situation can be generalized. Regarding the roles in a product situation we expect that for most product situation it will be the case that the product supplier appears as a new role. The definition of that role will strongly cohere with the value proposition and earning logic. For example if NSI chooses for licensing the new role would be supplier of the license and the rest of the network would look more or less the same as during a project.

If sweat equity is chosen the role of supplier of the product will be more or less the same as in our case study, however that role would then be fulfilled by several parties. The business consequences for NSI can then differ from the business consequences in this case study, especially when the other parties that fulfill the role together with NSI have the capabilities, distribution channels, marketing knowledge that is needed, available. What also differs from our case study then is the amount of benefits that NSI can gain, since the benefits for the supplier role should be divided amongst more than one party.

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Furthermore it is again the case that the role of a specific customer would be present in most product situations, which is in the case of a Karel Doorman product as embroiled as in its project situation, since there is an owner of the substructure and an owner of the

superstructure. In other situations there will be a more univocal customer. In case of the 1st product we call this customer: launching customer. For the risks in the network this could mean that the input risks regarding wrong, or lack of information on customer whishes and needs, becomes less probable, and thus smaller.

For some products the role of policy maker would be less important or nonexistent. The corresponding risks of that role will then disappear or diminish as well.

Since NSI expects to turn new developments from project into products, we expect that the risks caused by unproven technology (absence of legislation and technical risks) can be found for other products as well. However, if we take a broader perspective outside NSI, it could be the case that for value networks where proven technologies are turned from projects into products, these risks will disappear or diminish.