lars goldschmidt 21okt. 08 a business perspective on corporation with the engineering schools what...
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Lars Goldschmidt 21 okt. 08
A business perspective on corporation with the engineering schools
What do we need?and how to get it
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ContentMy background
The demand for engineering and related competence
The task of the engineering school - 70% engineering
The interaction between business and engineering schools
To do list for intensifying relation
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Observation platform
Danish Energy Agency
Maersk Oil and Gas
Danish Environmental Protection Agency
Danish Public Employment Service
Danish Commerce and Services
Copenhagen Business School.
Danish Association of Consulting Engineers.
Confederation of Danish Industries.
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Confederation of Danish Industries 11.000 large, medium and small companies
Collective bargaining
All business related policy areas
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Member Distribution
46% - Production
19% - Transp, Telecom,Post16% - Trade
16% - Business service
2% - Energi Prod
1% - Other
Kilde: DI 2. kvartal 2007
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Globalisation ...
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Future Danish products and services
Denmark competes on the global market by delivering solutions and services to upper middle markets
The end user customer demand moves towards uniqueness, identity and experience
The B to B and B to C demand moves towards more holistic solutions that solve more complex problems covering the full functionality triangle.
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The customers
Our customers are the fair to medium wealthy populations, companies and public service organizations.
Our products and services are expensive
These are the customers who can benefit from the experiences of a small relatively rich country.
• Environmental protection• Welfare systems • Design etc
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Business process location
The business processes located in Denmark will be the processes that
either
service the local market and must be located here to provide the actual service product
or
the business processes that will be most competitive by a location in Denmark.
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Development
Production
Marketing
SalesDK
Global EnvironmentSourcing:Knowl. and Products
Distribution
Business processes
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Location and competitive strategy
Competitive Force =
Cunning * Financial Strength * Framework Conditions
Total Costs
Relocatable business processes will be located where the competitive force is optimal
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Uniqueness gains increased value
Repetitions decrease in value
Innovation is the name of the game
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The value triangle:
Technical functionality
Social functionality and acceptability
Esthetic quality and individual identity signal
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The innovation triangle:
Technical possibility
competition drive
User need and demand
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Innovation regimes
Radical changeCreative chaos
Innovation
Radical jumps
Standardization
Incremental change
Effective routine
Systematic development
Isolated innovations
DiversityIncompetenceFailure acceptanceDiscursive knowledge
SafetyHomogeneityCompetenceTacit knowledge
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Innovation in knowledge services
Innovation
Radical innovation
Standardisation
Incremental change
New customersNew services
Known CustomersKnown Service
Known costumersNew services
New customersKnown services
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The task of the engineering school Attract as many students as possible
Cross disciplinary interaction competence
Cross culture interaction competence
Business application competence
Hard core engineering disciplines
High reliability routine
High Innovative capability
70% engineering
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The interaction between business and engineering schools
Lobbyism: management, structure and content
Governing and advisory boardsPart time teachingBusiness PhDStudent projectsDevelopment projectsLong term relationsResearch in business related areas
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To do list for intensifying relationsFollow your students – alumnae utilization
And more of the same
•Management board - Advisory Boards•Part time teachers•Long term relations•Development projects•Business PhD Research in business related areas