| Abstrakt: |
The article presents our innovative approach to evaluate the sustainability of a cross border e-Identity solution in the context of the STORK 2.0 project. Our issue was: "How to evaluate the sustainability of a concept that is just deployed at the pilot stage'' where the pilots don't have the same system, level of maturity, and in different countries (i.e. with different legislation, framework and stakeholders). In order to address these challenges, we first conducted analyses of the different kinds of business model's tools and methods, and we crossed it with the available data in the project. We decided to focus on existing solutions and co-designed the model with actual stakeholders from the pilots. Considering that, we have chosen to use the Board of Innovation Business Model: Value Network Map. Indeed, this tool has many advantages to address our innovative solution: -First, this model is perfectly suitable for multi-stakeholders models, since it really focusses on inter-relationships and exchanges between organisations, Second, this model is based on a kit that makes all stakeholders speak the same language (e.g. value items are fixed and explained at the beginning of the workshop so businessmen and technicians, public and private employees can easily understand each other), Third, the principle is simple: stakeholders have to explain what they can give and what they want to get regarding the business targeted, and then we can build together the whole network including stakeholders, value objects, and missing parts if needed. We decided to conduct these workshops in four different countries, representing as much as possible the various situations of electronic Identity (eID) in Europe: Luxembourg, where eID is solid and very safe, but not really used, Estonia, where eID is open to all European citizens and public services use it, Czech Republic, where ministry of interior is really engaged in eID deployment, Portugal, that provides eID on the identity cards but where services are not used despite their availability. The deployment of the Board of Innovation Business Model methodology with the pilot's working groups allowed us to really understand the operation of the solution in each country, but also to highlight the roles, goals and incentives of each national stakeholder. Considering the Business Model Canvas boxes, the comparison and the aggregation of workshop results led us to a general model and a list of recommendations for a sustainable deployment of the solution across Europe. [ABSTRACT FROM AUTHOR] |
