Tuesday, November 1, 2016

Emerging Business Networks in a Developing Context

I do not plan to take the second half of the course at present.

Having lead the first-ever implementation of the AMR (Automated Meter Reading) System in Bhutan, I have had multiple opportunities to analyze the crucial metrics that impact the nature of the outcome of the solution itself. The interplay between the diversely qualified stakeholders chiefly based on the respective group-specific interests shape the trajectory of the complex decision making processes that lead the idea to execution.


Many of the previously labeled ‘developing’ countries are stepping onto the next wave of transformation which is heralding fundamental changes in the Utilities sector. This is the front-line for spreading the combined benefits of Technology and Commerce for enriching and elongating the life of the natural resources that are present within these nations. The Innovation-driven and Need-based focus of the rising Entrepreneurial ecosystem in these regions (largely lead by the youth of the population) acts as a catalyst for this change. I firmly believe that the existing value chain, that which functions to create such impact is being disrupted by these contextual factors.
Due to the primary involvement of third-party agencies such as the Asian Development Bank there is a gradual increase in the amount of regulation and participatory dialogue between the private sector and the government. My goal is identifying and measuring those areas of convergence that lead to overall growth.

Questions to Consider

What are the Key Performance Indicators for ensuring success in the above scenarios? What is the criticality of the measure of communication as a principal area of consideration in this regard? Which are the stakeholder groups leading this conversation? What is the role (if any) is played by the Host government to facilitate this discussion? What is the extent of the role played by Social Media in this situation? How effective is the participation of the nation’s Entrepreneurial Network to leverage these connections?


In accordance to my core understanding of the evolving relations between the different groups of participants, I foresee a strong trend of collaboration between the various government bodies and the international institutions that roll-out the road map for the end-user implementation. The degree of co-operative decision making processes serves as a sign of the effective ‘lobbying’ tactics that will prove to be indispensable from a entrant’s point of view. The unknown part of the equation remains the extent of awareness and involvement by the rising startup network within this scheme of things.s


The design of the survey instruments for Data collection will be a key determinant of the effectiveness of this research. Although there is the presence of preliminary data artifacts that could point to the pertinent questions that need to be addressed, the effectiveness of the same must be determined. A lot of this information is no longer relevant due to discontinued learning practices which has led to obsolete data sources. The questions need to be reframed and re-presented to the parties for understanding the present trends.
Principal Attributes: Region, Role, Project Experience, Pre-Project Credentials, Frequency of Inter-Group Conversation and finally the Level of Accepted Regulatory Procedures.


1.       Identify the major individuals/organizations/participating governments that constitute the end-to-end value chain which is fueling this pipeline of development projects. Here the growing business community (largely startups) and all the other relevant groups will be placed on either side.
2.       Create a common set of questionnaire which basically enumerates the frequency of conversation coupled with individually customized reference queries for each of the stakeholder sections. For instance, the host government’s ‘Utility Administration Departments’ need to understand their intrinsic level of acquaintance with pertinent regional issues and the amount of ready expertise available to start tackling them. It also needs to gauge the aid that is available as loans/grants and the regulatory practices that are inherently tied with its utilization.
3.       Analyzing further I would aim to be guided by the principal criteria of frequency of conversation that would lead me to segregate the principal actors. For instance, the bigger question is the level of co-operation that exists between these sides across regions. Building on top of the previous answer, I would attempt to delve deeper into the primary groups (companies/international bodies) that are co-existent across multiple regions.
4.       Once we can narrow down on the list of organizations that are driving growth globally, we can look internally to ‘network’ identify the potential leaders that are indispensable to the flow of communication as measured by their degree of Centrality( Eigen-Vector and In-Degree/Out-Degree values)
5.        Moving a step further, we can also attempt to understand the fluidity of communication that emanates from these interest groups with the corresponding governments to answer questions such as ‘Which are the Public-Sector bodies that are at the front of this change and how are they communicating with the participating bodies?’


The objective is to formulate a strategic framework built on the foundation of social network measurements to not only understand the key players in Development project-work but to also understand the larger trends that are changing the game for future involvement and efficiency of operations.


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