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Engineers and the Innovation concept:when, where and how Intellectual Property Rightscan help boost a sustainable engineering business
8 may 2015 By Yvette RAMOS, PrésidenteSwiss Engineering Romandie
www.swissengineering.ch
Topics ! Content ! Summary!
• About Engineering and Engineers!• Innovation concept?• IPRs, what is that?• Strategy, planning, etc…
• And women engineers after all?
YVETTERAMOS
• A society of >15,000 engineers and architects in Switzerland, active in all domains
• 7 regions, 26 interprofessional groups, 25 chapters• Since over 100 years
…Le plus important réseau 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.
• In 2010, the average in the EU-27, 15.5% of institutions in thehigher education sector were headed by women, and 10% ofuniversities 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.
Regions averages 1st October 2014
⇒ Egg freezing : is this a solution to optimze your career?
Engineers and the innovation concept?
• Engineers have the 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?
?
Where do we come from ?
Prehistorical...1599 Création of Arts and Culture
House
Civil engineeringArchitecture
1848 Society of Civil EngineersPublic
Serviceadministration
IndustryProduction 1827
IndustrialRevolution
Evolution XXth cent.
EntrepreneurshipMarketingBusiness
Consulting NationaleDéfense
Army 1672 : Civil Engineer!
Over 700K engineers in 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%
Vision of the world..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!
Strengthening links between Education and Employment Market
Industrial and scientific innovation developmentPension managementEnvironment - Climate change!Equality and DiversityContribution to the development of poor
countries and regions - migrationEconomic globalization and new models..
Big challenges!
Is this an issue of ..envisioning the future?
Or a reasonable and rational planning strategy ?
Développer l’économie du savoir
Positionner le Territoireà 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
A simple model though..showing different perspectives:
HOW ?
SOCIALPROGRESS
ECONOMICALTECHNOLOGYTECHNICAL..
POLITICAL &DECISION MAKING
While always balancing in a changing environment..
Right balance?
Right balance?
Right balance!
Without forgetting..a key: management!
And…
• They want to work in responsible companies that:Engages them (=employees!) in the
profitIs environmentally friendlyPractices equality in all its forms,
including equal pay!
What do they want?
And above all…!
© 2003 Pearson Education Canada Inc.
SUGGESTIONS FOR A SUCCESSFUL MANAGEMENT CAREER
OK, well having said that, lets talk Business!
What about you?
• 9 points, 4 lignes
• Go out of the nine dots!
9 points, 3 lignes
• Go out of the page!
Challenges and solutions*
Technologyand
innovation
Certifications and strategic
Marketing
HumanCapital
management
*Winners have solutions, Losers have excuses!!!
Technology: Rapid Uncertain Change
Changing ICT landscape
RapidlyEvolving
Technology
IncreasingStakeholderExpectations
Changing Skills NeedsChanging Organisational Structures
Intellectual capital model[Carl Bro, 2006- Grontmij .dk]
Source : www.observatoire-immateriel.com
ActifsImmatériels
Direction R&DScientifiqueTechnique
DirectionCommerciale
Direction desRessources Humaines
Direction de L’Organisation
DirectionSystèmes
D’Information
DirectionMarketing
Direction desachats
DirectionFinancière
Intangible assets
HumanResources
Sales
R&DScientic
Finance
Purchasing
Marketing InformationSystem
Organisa-tion
Intangible assets represent the hidden face of value…
Challenges and solutions
Technologyand
innovation
Certifications and strategic
Marketing
HumanCapital
management
Intellectual capital model[Carl Bro, 2006- Grontmij .dk]
Innovation?
Innovation
Urbanism Jobs, Employment
Social integration
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
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
Patents «meteorology» priority dates over past 10 years
Meteorology: >200 patents filed over the last 5 years
CHINAUSA
FRANCEWORLDWIDE
EUROPEJAPANKOREA
GERMANYTAIWAN
50 Patents files in 2014…
What is this patent 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/ meteostation observation..
Challenges and solutions
Technologyand
innovation
Certifications and strategic
Marketing
HumanCapital
management
Customers
Front-line people
Middle Management
TopManagement
Traditional Organization Chart
Customer-Oriented Organization Chart
Customers
Front-line people
Middle management
Topmanage-
ment
Market-Oriented Strategic Planning
Objectives
Skills
Resources
Opportunities
Market-Oriented Strategic Planning
Objectives
Skills
Resources
Opportunities
ValueAdded
Basic questions…for the Met 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?
Source : www.observatoire-immateriel.com
ActifsImmatériels
Direction R&DScientifiqueTechnique
DirectionCommerciale
Direction desRessources Humaines
Direction de L’Organisation
DirectionSystèmes
D’Information
DirectionMarketing
Direction desachats
DirectionFinancière
Intangible assets
HumanResouces
Sales
R&DScientic
Finance
Purchasing
Marketing InformationSystem
Organisa-tion
Levers for change?
Challenges and solutions
Technologyand
innovation
Certifications and strategic
Marketing
HumanCapital
management
Intellectual capital model[Carl Bro, 2006- Grontmij .dk]
Human Capital v Human Resources
ASSETS
•PERFORMANCE•METRICS
•CONTRIBUTION
COSTS
•PROCESS•PROCEDURES
HUMAN CAPITAL HUMAN RESOURCES
Conclusion about Changes in 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
Intangible assets from Human 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
What do we talk about ?
⇒Integrated management system for strategicmanagement including controlling and cost-savings approaches and optimized productionprocesses - strategic human resourcesmanagement for a modern meteorologicalinstitution including competence-basedapproaches to help historical institutions turninto attractive and modern frameworks fortalented people
Assessing and increasing the 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.
Strategic Human Resource Management
Step1
Vision, Values, Mission
2020
Step2
Strategy2015-2020
Step3
Operational plan
2015-2020
Proposed method? Cf Balanced Scorecard..
66
Structure
Systems
Style of management
Staff
Skills
Strategy
Shared Values
7S model (Mac Kinsey) for an internalorganizational analysis - example
OrganizationalanalysisExternal
example
–Political -
–Economical --
–Social +
–Technical ++
–Environmental ++
–Legal +68
Vision, Values and Strategic 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 expertin 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
Increasedvisibility
Satisfied Clients
Evolvedsystems
Strategy mapOperational Excellence for a Modern Institution
LEARNINGGROWTH &CAPACITIES
??
??
??
BENEFICIARIESCLIENTS
?? ??
??????
INTERNALPROCESS
????
BUDGET FINANCES
OC11: Develop a strong customer focused culture
and relationship
OP5 : Improve the quality and formalize our
engagement
OH1: Increase bothtechnical and management
capacities
OC13: Contribute to the community of meteorology at regional and international level
OP4 : Reinforce our information system and technology
OP6 : Reinforceexchanges 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 ourfinancial 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 NMHSand increase visibility
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