1. AMIR SASSON ASSOCIATE PROFESSOR, BI KNOWLEDGE BASED NORWAY ICG 16.09.2010 Industrial Development and The Vision Advantage

2. On Associations

3. Given: Passive  Loud  Hazardous  Polluting From craftsmanship to industry. Standardized transformation is the key! Contestable: Active  Subtle  Ingenious solutions  Tackling Application of knowledge. Transformation is the end of the process! Images of Industry

4. Coordination A Structural Hypothesis The structure of industrial production provides Norwegian industrial firms with vision and coordination advantages. Vision Environmental legislation, electricity pricing, and predictable and stable competitive rules are essential but they only define the playing level field (and let’s not underestimate their importance).

5. Your Organization Name Here honors Employee Name Here You Work Hard and it Shows. You Get It Done, You Get It Right. Your Results are Outstanding! 16 / 09 /10 DateProject Supervisor’s Typed Name Here You Got It Done Norway

6. Value Creation Vision: To be a global leader within… (fill in your industry here) Process Innovate

7. The Vision Advantage Exposure to diverse inputs increases the chance of creating value due to: Productive accidents. Synthesizing opinions, experiences and ideas. Stepping into uncharted territories. Deploying relevant learning

8. Connected innovation Innovation is originating from inter- organizational relations. But not all such relations materialize. Value chain firms, manufacturing firms, attach much significance to their relations to knowledge providers, value shops, but much less to relations to their counterparts. Value Shops Value Chains Value Shops Value Chains

9. The Vision Advantage: Origins

10. Current

11. The Vision Advantage: Origins Future

12. The Vision Advantage: Maintenance Human Capital Grenland Human Capital Norway

13. The Vision Advantage: Maintenance

14. The Vision Advantage Service firms Sparse relations MarketsProjects Industrial firms Sparse relations Knowledge providers Tight relations Multiple relations

15. Educational Attractiveness R&D Attractiveness Talent Attractiveness Ownership Attractiveness Cluster Attractiveness Environmental Attractiveness Cluster dynamics The global knowledge hub index

16. On location Attractiveness and Nourishment We mostly speak about attractiveness in terms of public incentives, macro economic conditions, stability, salary level, and labor productivity. Now:  Who else is there? What can the others be good for?  Can they provide the necessary knowledge for renewal and development? Education, environment, talent, R&D, ownership and cluster attractiveness, coupled with dynamics. The fate of Norwegian industry is hence a function of our investment in their knowledge providers.