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WE Europe 2015: Engineers and the Innovation Concept
The document discusses the role of engineers in fostering innovation and the importance of intellectual property rights in enhancing sustainable engineering businesses. It highlights the underrepresentation of women in engineering and promotes strategies for workforce inclusion, along with the need for effective management practices to navigate challenges in technology and human capital. The content emphasizes the integration of education, employment, and innovation to address socio-economic issues and foster a competitive international environment.
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WE Europe 2015: Engineers and the Innovation Concept
- 1. Engineers and theInnovation concept: when, where and how Intellectual Property Rights can help boost a sustainable engineering business 8 may 2015 By Yvette RAMOS, Présidente Swiss Engineering Romandie www.swissengineering.ch
- 2. Topics ! Content! Summary! • About Engineering and Engineers! • Innovation concept? • IPRs, what is that? • Strategy, planning, etc… • And women engineers after all?
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- 5. • A societyof >15,000 engineers and architects in Switzerland, active in all domains • 7 regions, 26 interprofessional groups, 25 chapters • Since over 100 years
- 6. …Le plus importantréseau professionnel d’ingénieurs et d’architectes de Suisse • For over 100 years, Swiss Engineering represents Members interests in the political, economic, in the field of training and in society in general, and supports their professional development through customized services. • As spokesman of the Engineering and Architecture, Swiss Engineering is committed to improve and enhance the technical and scientific professions in the media and public. • We encourage the new generation while working to strengthen professional capacity building.
- 8. • In 2010,the average in the EU-27, 15.5% of institutions in the higher education sector were headed by women, and 10% of universities had a female rector. • Women = 36% of board members in 2010 • In science and engineering: they represent 38% of PhD students, but only 23% of grade B and 11% of Grade A • The proportion of women "full professor" is also the lowest in engineering and technology, with 7.9%. Glass ceiling: used to describe the unseen, yet unbreachable barrier that keeps women (and minorities) from rising to the upper rungs of the corporate ladder, regardless of their qualifications or achievements.
- 9. Regions averages 1stOctober 2014
- 10. ⇒ Egg freezing: is this a solution to optimze your career?
- 12. Engineers and theinnovation concept?
- 13. • Engineers havethe capacity to carry out concrete policies to address complex issues of socio-economic, human, scientific and technological, and competitive in a changing international environment. Engineers! Who are we?
- 14. ? Where do wecome from ? Prehistorical... 1599 Création of Arts and Culture House Civil engineering Architecture 1848 Society of Civil EngineersPublic Service administration Industry Production 1827 Industrial Revolution Evolution XXth cent. Entrepreneurship Marketing Business Consulting Nationale Défense Army 1672 : Civil Engineer!
- 15. Over 700K engineersin France (2012) Production et fonctions connexes 21,40% Études, recherche et conception 33,90% Systèmes d’information 17,90% Commercial, Marketing 9,20% Administration, Gestion 4,00% Direction générale 7,10% Enseignement 2,20% Divers autres 4,30%
- 16. Vision of theworld.. Utopia? • Fair and complex management of territories (villages, towns, regions, countries, continents ..) • Organization of a daily environment that is livable for all • Economically viable development providing opportunities for progress in a world of Justice!
- 17. Strengthening links betweenEducation and Employment Market Industrial and scientific innovation development Pension management Environment - Climate change! Equality and Diversity Contribution to the development of poor countries and regions - migration Economic globalization and new models.. Big challenges!
- 18. Is this anissue of ..envisioning the future?
- 19. Or a reasonableand rational planning strategy ?
- 20. Développer l’économie dusavoir Positionner le Territoire à l’échelle internationale Contenu Infrastructure Accès Formation Industrie TIC Téléservices Objectifs Stratégiques Axes Vision Réduire la fracture numérique Plans d’action et programmes Un exemple : Développement d’une Stratégie e-Territoire 20
- 21. A simple modelthough..showing different perspectives: HOW ? SOCIAL PROGRESS ECONOMICAL TECHNOLOGY TECHNICAL.. POLITICAL & DECISION MAKING
- 22. While always balancingin a changing environment..
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- 26. Without forgetting..a key:management!
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- 28. • They wantto work in responsible companies that: Engages them (=employees!) in the profit Is environmentally friendly Practices equality in all its forms, including equal pay! What do they want?
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- 31. © 2003 PearsonEducation Canada Inc. SUGGESTIONS FOR A SUCCESSFUL MANAGEMENT CAREER
- 32. OK, well havingsaid that, lets talk Business! What about you?
- 33. • 9 points,4 lignes
- 34. • Go outof the nine dots!
- 35. 9 points, 3lignes
- 36. • Go outof the page!
- 37. Challenges and solutions* Technology and innovation Certifications andstrategic Marketing Human Capital management *Winners have solutions, Losers have excuses!!!
- 38. Technology: Rapid UncertainChange Changing ICT landscape Rapidly Evolving Technology Increasing Stakeholder Expectations Changing Skills Needs Changing Organisational Structures
- 39. Intellectual capital model [CarlBro, 2006- Grontmij .dk]
- 40. Source : www.observatoire-immateriel.com Actifs Immatériels DirectionR&D Scientifique Technique Direction Commerciale Direction des Ressources Humaines Direction de L’Organisation Direction Systèmes D’Information Direction Marketing Direction des achats Direction Financière Intangible assets Human Resources Sales R&D Scientic Finance Purchasing Marketing Information System Organisa- tion Intangible assets represent the hidden face of value…
- 41. Challenges and solutions Technology and innovation Certifications andstrategic Marketing Human Capital management
- 42. Intellectual capital model [CarlBro, 2006- Grontmij .dk]
- 43. Innovation? Innovation Urbanism Jobs, Employment Socialintegration Habitat Social & cultural innovation Medical Bio-medicine Biotechnologies Food & agriculture Chimie-bio Pharmacy Telecom New technologies (Internet, E-business) Software Electronics Technological innovation Mecanics & Tools, machines Chemistry& materials Textile-habillement Cosntruction Metallurgie-fonderie Measure control
- 44. In partnership with… ⇒ «Demand-pull» innovation • Satisfaction of end-users, markets • (innovation N)+1= innovation (N+1) • Integration into existing and evolving markets ⇒ «Technology push» innovation • From benchmarking analysis • Radical innovations, disruptions in technologies • Generation of new markets
- 45. Patents «meteorology» prioritydates over past 10 years
- 46. Meteorology: >200 patentsfiled over the last 5 years CHINA USA FRANCE WORLDWIDE EUROPE JAPAN KOREA GERMANY TAIWAN
- 47. 50 Patents filesin 2014…
- 48. What is thispatent about? A brief benchmark • A component/part of a system, bringing a technical solution to a technical problem; • It can be an apparatus, a device,, a method, a programme .. • Using specific mobile telecommunication support, sensors, satellite, internet transmission.. • Where information, power control and alarming are keys • For rainfall, temperature, wind, pressure…measure/ control/ monitor/ calibrate • In applications : agriculture, automotive /transportation/ pavement-surface/ oceanography/ aviation/ energy/ meteo station observation..
- 49. Challenges and solutions Technology and innovation Certifications andstrategic Marketing Human Capital management
- 51. Customers Front-line people Middle Management Top Management TraditionalOrganization Chart
- 52. Customer-Oriented Organization Chart Customers Front-linepeople Middle management Top manage- ment
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- 55. Basic questions…for theMet Services • What are the three priority markets ? Who are my customers ? • What do they want? • How do we find out what they want? • How do the customers know what we deliver? • How often do we talk to them? • How do we measure what we deliver fits the needs of the customers?
- 56. Source : www.observatoire-immateriel.com Actifs Immatériels DirectionR&D Scientifique Technique Direction Commerciale Direction des Ressources Humaines Direction de L’Organisation Direction Systèmes D’Information Direction Marketing Direction des achats Direction Financière Intangible assets Human Resouces Sales R&D Scientic Finance Purchasing Marketing Information System Organisa- tion Levers for change?
- 57. Challenges and solutions Technology and innovation Certifications andstrategic Marketing Human Capital management
- 58. Intellectual capital model [CarlBro, 2006- Grontmij .dk]
- 59. Human Capital vHuman Resources ASSETS •PERFORMANCE •METRICS •CONTRIBUTION COSTS •PROCESS •PROCEDURES HUMAN CAPITAL HUMAN RESOURCES
- 60. Conclusion about Changesin Human Resources ? Headcount: “DO More with less” Reduce costs: People cost Money “Real time“: Need for information 24/7 Empowerment: Employee self service, what competition offers… Business decisions and communications: Management needs the right information to make the right business decisions Data integrity: Your organization’s future depends on it
- 61. Intangible assets fromHuman Capital : a few examples • Technological capital consists of patented inventions born in the brains of R&D teams (= human capital R&D) • Innovation to find a new product – a dominant design, integrated services, cheap and easy problem solving solutions, transverse applications, process or method in communication and organisation... • Innovation to better work in community, to project your organisation in the long-term, to have a global view of synergies in the industry • Innovation to better capitalize on the expertise, skill, creativity, customer satisfaction and employees, valuation of the name, image, reputation, accomplishments, etc.. to enhance the impact and influence within our global village community • >> Human capital at the heart of value creation
- 62. What do wetalk about ? ⇒Integrated management system for strategic management including controlling and cost- savings approaches and optimized production processes - strategic human resources management for a modern meteorological institution including competence-based approaches to help historical institutions turn into attractive and modern frameworks for talented people
- 63. Assessing and increasingthe performance of the organization through : 1- Its capacity in measuring the strategic value of human capital 2- The alignment of people, processes and technology around common objectives 3- The proactive planning of human resources needs.
- 64. Strategic Human ResourceManagement
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- 67. Structure Systems Style of management Staff Skills Strategy Shared Values 7S model(Mac Kinsey) for an internal organizational analysis - example
- 68. Organizational analysis External example –Political - –Economical -- –Social+ –Technical ++ –Environmental ++ –Legal + 68
- 69. Vision, Values andStrategic themes/Expected Results Results oriented organization = A shared Vision + a well defined Strategy + collective execution + interactive communication + Efficient processes + Motivated and loyal staff Operational Excellence for a Modern Institution To become a leading expert in meteorology and climate services, re-known at regional and international levels, for the quality of our services in anticipating and managing better today and tomorrow’s climate challenges Increased visibility Satisfied Clients Evolved systems
- 70. Strategy map Operational Excellencefor a Modern Institution LEARNING GROWTH & CAPACITIES ?? ?? ?? BENEFICIARIES CLIENTS ?? ?? ???? ?? INTERNAL PROCESS ?? ?? BUDGET FINANCES
- 71. OC11: Develop astrong customer focused culture and relationship OP5 : Improve the quality and formalize our engagement OH1: Increase both technical and management capacities OC13: Contribute to the community of meteorology at regional and international level OP4 : Reinforce our information system and technology OP6 : Reinforce exchanges and partnership with key specialists OH2: Reinforce people commitment and competencies OF10 : Diversify our revenues To be a modern and leading expert in Meteorology & Climate Services at regional and international level OF8 : Improve our financial autonomy OC12: Add value with diversified products and services (R&D) Clients Internal Process Finance Human Capital OH3 : Improve strategy execution skills and implementation of our plan of activities OF9 : Optimize cost OP7: Valorize the NMHS and increase visibility
- 72. Thank you ! YvetteRamos MSc. Eng. – MBA Yvette.ramos@swissengineering-ge.ch