Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK

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  • Publication
    Towards a Knowledge Management Standard for the Network of the SENAI Innovation Institutes
    ( 2023)
    Orth, Ronald
    ;
    Will, Markus
    ;
    Pavim, Alberto Xavier
    ;
    Gomes, Jefferson de Oliveira
    ;
    Fernandes da Costa, Caroline Cabral
    This paper describes how a KM framework for the Brazilian network of SENAI innovation institutes is being developed using a multi-stage, participatory approach. First, selected KM standards are presented. They form the basis for a workshop series aimed at gathering KM requirements from representatives of the SENAI institutes. In addition to a short online survey, the challenges and success factors of the KM introduction are the focus of attention on the basis of five phases of KM implementation and anchoring.
  • Publication
    Case Study on the Conception and Implementation of Knowledge Management in a Brazilian Innovation Institute
    ( 2023)
    Will, Markus
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    Orth, Ronald
    ;
    Neumann, Fernanda
    ;
    Jardim Barros, Maria Cecilia
    ;
    Budde, Felix
    This case study paper outlines the approach and experiences gained in a KM project conducted between two continents. The project scope comprises the systematic initiation, design and implementation of a comprehensive knowledge management system at a SENAI Innovation Institute in Rio de Janeiro, Brazil. The practical business process-oriented KM methodology of the Berlin-based Competence Center Knowledge Management at Fraunhofer IPK, was used to define KM goals, to analyze strengths and weaknesses in knowledge handling and to set up customized KM action programs.
  • Publication
    KPI for the Evaluation of Growth Scenarios for the Strategic Organizational Development
    ( 2022)
    Budde, Felix
    ;
    Orth, Ronald
    ;
    Förster, Lars
    Today's world faces constant change and increasing complexity. This also influences companies in their actions. In order to ensure growth and resilience, technology companies must innovate and strive for internal adaptability within the organization. A field of tension can be observed between the values of effectiveness and efficiency. Effective actions lead to the company and its products becoming better by doing the right things. Efficient actions allow the company and its products to become less costly by doing the things right. The expression of these values in the field of tension changes over the life cycle of a company. Strategic organizational development can thus only take place sustainably in balancing effective and efficient values. Based on these ideas, a performance indicator model was developed to promote value balance by assigning concrete parameter to several perspectives. Balance is not a static condition, but the basis for healthy and above all sustainable growth. Without balance, too much of a good thing is done and destructive exaggerations are the result. The model takes a holistic, systemic and balancing position. The main aim of this paper is therefore to describe the development, application and critical evaluation of this key performance indicator model to validate the underlying research methodology. The key performance indicator model is to be understood as a thought model, with the help of which the alignment of a company and its employees is to be achieved. The model is used to evaluate growth scenarios. As part of a case study, the organization, culture and environment of an exemplary company were examined with the help of representative workshops and expert interviews. The results of the status quo analysis were able to confirm the basic principles and logic of the key performance indicator system. Based on the information about the environment and organization gathered in the workshops and interviews, the KPI model was applied as an example to evaluate growth scenarios of an exemplary company. Finally, interviews were conducted with top managers with many years of management experience to evaluate the KPI system and examine its general validity. The applicability of the KPI model could be conclusively determined for innovation-driven technology companies in the transition between the growth and maturity phase.
  • Publication
    Implementing a European KM Approach in a Brazilian Innovation Institute on a Remote Basis
    ( 2022)
    Will, Markus
    ;
    Neumann, Fernanda
    ;
    Orth, Ronald
    ;
    Budde, Felix
    ;
    Santos, Victoria
    This case study paper outlines the approach and experiences gained in a KM project conducted between two continents on a completely remote basis - due to the pandemic in 2021. The project scope comprises the systematic initiation, design and implementation of a comprehensive knowledge management system at an innovation institute in Rio de Janeiro, Brazil. The practical business process-oriented KM (BPO-KM) methodology of the Berlin-based Competence Center Knowledge Management at Fraunhofer IPK, was used to define KM goals, to analyze strengths and gaps in knowledge handling and to set up customized KM action programs. Starting with the examination of the institute’s business strategy, the overall KM goals were derived together with the institute’s top management and KM core team. According to the holistic KM approach on the levels "People, Organization, Technology", an online survey ("KM Fitness Check") was conducted with over 100 respondents. The survey results were discussed in an online kick-off workshop in order to prioritize the main strategic and operational KM challenges. In online breakout sessions with different working groups, using collaborative online tools, the knowledge flows inside the institute’s value adding core processes were analyzed in depth ("KM Process Profiles"). In parallel, the KM core team was supported to develop a map of the institute’s crucial knowledge to serve as a common taxonomy for the research groups and administrative functions involved in the KM project, such as HR, IT and project management office. After this initial analysis phase, suitable solutions for the main KM challenges were designed and transformed into three main action programs to start the actual implementation of the institute’s KM system. In a preliminary evaluation, a systemic controlling logic was defined to keep track on results, benefits and impacts of the KM actions regarding the institute’s business strategy. Major learnings, discussed in this paper, include the following findings: a) accompanying change management and communication from the beginning is key to keep motivation high, b) connecting KM to other organizational functions is crucial to anchor KM in the organization, c) remote and online project collaboration bears advantages and drawbacks.
  • Publication
    Building the ENRICH Community - Common European Network as Advantage for ENRICH in Brazil, China and in the USA
    ( 2018)
    Haunschild, Johanna
    ;
    Orth, Ronald
    ;
    Pereira Ferreira, Romulo
    This paper investigates the benefits and risks of cooperation on the case of the European Network of Research and Innovation Centres and Hubs (ENRICH), which is currently being established in Brazil, China and the United States. Funded by Horizon 2020, an initiative of the European Union to foster research and innovation, the programme seeks to consolidate a European network in the field with other important regions of the globe. In this scenario, it is argued that building a common European community would bring more incentives and benefits to ENRICH than having a separate one for each centre, in line with noteworthy economic theories. By creating an even stronger strategic network, the ENRICH initiative could make use of its biggest assets - its partners and acting markets - to strategically insert itself into the global innovation ecosystem as a major player.
  • Publication
    Deployment of a business and innovation centre to foster cooperation between Europe and Brazil
    ( 2017)
    Haunschild, Johanna
    ;
    Melo, Gustavo
    ;
    Orth, Ronald
    ;
    Will, Markus
    ;
    Kohl, Holger
    Research and Development as well as science and technology are key elements for innovation, and more generally are some among many areas that are becoming global. This reduces the influence of individual countries or blocs such as the European Union (EU) on developments both at home and abroad but also generates important benefits through specialization, trade and competition. R&D and science & technology are still strongly focused on the 'Triad' countries overall. However, this pattern is weakening fast, as especially the large emerging economies' role in global science, technology and innovation continues to increase. Following this reasoning, Brazil deserves special attention due its economic strength, accounting for almost 38% of Latin American GDP (IMF, 2013), and its huge entrepreneurship potential (Arruda, 2015). Against this background, the purpose of this paper is to examine in a first step the Innovation Systems of Brazil and Europe, then to show in a second step, how joint activities and programs can address the needs for a fruitful cooperation in international innovation in order to strengthen both Innovation Systems. For the first aspect, the paper provides an examination of Innovation Systems of Brazil and European countries based on library resources, articles, reports and other secondary data. The OECD bibliography will be the guideline to understand the Innovation Systems of the relevant countries. Regarding the second aspect, the EU Horizon 2020 funded project CEBRABIC - Centre for Europe-Brazil Business & Innovation Cooperation - will be elucidated. CEBRABIC aims at enhancing the cooperation in research, technology and entrepreneurship between the EU member states and Latin America's leading economy, Brazil. CEBRABIC will be a Centre working on a network basis: creating synergies and complementarities is the core value; particularly with European research and innovation (R&I) structures located in Brazil.
  • Publication
    Business model innovation: A comparative analysis
    ( 2016)
    Steinhöfel, Erik
    ;
    Kohl, Holger
    ;
    Orth, Ronald
    In the past, companies often maintained a business model (BM) for long periods. Today, this is no longer possible as changes in the business environment such as inter-industry competition, shifting patterns of demand, new products, production or distribution technologies erode the power of established BMs. As a consequence, companies are forced to systematically manage or reinvent their BMs and become able at doing so. Although companies believe that the management and innovation of BMs can significantly contribute to business success they are often not able to realize such transformation due to a lack of required abilities and knowledge as well as suited processes and mechanisms to support them. Against this background, the focus of this contribution is on current approaches and procedure for managing and innovating BMs. Based on a literature review within the BM discipline and further associated disciplines BMI approaches have been identified and are described, analysed and compared regarding a practical application. Thus, giving the reader an overview of current comprehensive approaches and thereby establishing a basis for further research and development is the aim of this paper.