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Major Future Trends for the Professional Engineer Presented by: Saudi Basic Industries Corporation First Saudi Engineering Forum: Engineering Education.

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Presentation on theme: "Major Future Trends for the Professional Engineer Presented by: Saudi Basic Industries Corporation First Saudi Engineering Forum: Engineering Education."— Presentation transcript:

1 Major Future Trends for the Professional Engineer Presented by: Saudi Basic Industries Corporation First Saudi Engineering Forum: Engineering Education 2020 May 23-24, 2006

2 SABIC Today 1. Established in September 1976 to spearhead Saudi Arabia’s industrialization beyond oil. 2. One of the top 10 diversified chemical companies in the world. 3. Produces and markets globally superior quality chemicals, fertilizers, polymers, fibers and metals to more than 100 countries. 4. A family of 19 world-scale industrial complexes in Saudi Arabia, two complexes in Netherlands and Germany, and interests in offshore industrial ventures.

3 SABIC around the World SABIC Headquarters SABIC Research & Technology Distribution and Storage Facilities Jubail Suez Canal Vadodara Mumbai New Delhi Chnnai Hong Kong Singapore Jakarta Shanghai Taipei Ulsan Sakurajima Tokyo Namikata Lavera Barcelona Marseille Livorno Rome Malta Milan Bologna London Felixstowe Gainsborough Houston Wilmington Payne Los Angeles Antwerp Rotterdam Essen Wallhamn Moscow Paris Gebze Manila Sittard Gelsenkirchen SABIC Manufacturing Sites SABIC International Subsidiaries & Sales Offices Mer New Jersey Seoul Riyadh Dammam Yanbou Bahrai n Dubai, Jabal Ali Geleen Dusseldorf Imam Port Istanbul

4 Presentation Objectives 1.Raise awareness of the future trends impacting Engineering professionals 2.Explore the critical “six aptitudes” that Engineering professionals will need tomorrow to ensure their career success 3.Provide an overview of the educational requirements of the “2020” engineer 4.Review the major issues that confront Engineers today and in the future, and what they need to do to prepare themselves

5 “Professional Engineers should not be judged by what they do but by what they deliver – results that enrich the organization’s value to customers, investors, and employees They need to be willing to change their mindset” The SABIC approach

6 Global Environment FIRSTSECONDTHIRD Business Environment: Requires Companies To Focus: Requires Engineers To Change: Global Growth Competitors New Technology Intellectual Assets Continuous Change Corporate Culture Increasing Customer Value Organization Capabilities Leadership Development Attracting / Retaining Talent…..Diversity Change Management Strategic Partner Business Understanding Aligned with Strategy Accountability Knowledge Transfer Leverage Technology Flexibility / Creativity

7 Finding enough future Engineers

8 Challenge into Opportunity Investment in Education & Training Geared to market requirements Higher quality outcomes in technical & scientific fields Analytical capabilities High certification standards in craft skills and semi-skilled fields Discipline & work ethics Work experience

9 Turning Challenge Into Opportunity Recruitment & Retention of Local Workforce HR Policies & Benefits Salary Scales Career Development Job Ladders Building Long Term Capacity Projects Operations & Maintenance

10 Working Together with Contractors Law, Policy & Procedures HR Guidelines

11 Present Engineering Trends Within Organizations 1. Functional Engineering centers of expertise 2. Engineering Councils within organizations 3. Internal engineering consultants and business partners 4. Engineering Shared Services 5. Engineering Outsourcing 6. eEngineering Knowledge Management systems 7. Engineering Self-service portals 8. Engineering metrics and scorecards 9. Engineering competency development

12 Corporate Organizations Near to Long Term Trends Impacting Professional Engineers 1.Hierarchical organization 2.Worker Demographics 3.New Enterprise Environment 4.Future Engineering Role

13 Organization Trends 5. Historical Perspective Transition “A Whole New Mind” – Daniel Pink Agriculture Age “Farmers” 18 th Century Industrial Age “Factory Workers” 19 th Century Information Age “Knowledge Workers” 20 th Century Conceptual Age “Creators / Empathizers” 21 st Century What are the implications for Professional Engineers of today and the future?

14 Organization Trends “A Whole New Mind” “The Conceptual age requires more Right Brain thinking…..artistry, empathy, caring and taking the long view” 1.Left Brain Thinking 2.Right Brain Thinking

15 Organization Trends “A Whole New Mind” 1.Design 2.Story 3.Symphony 4.Empathy 5.Play 6.Meaning

16 Educating the Engineer of 2020 Critical Areas for Future Success : 1.What the Engineering Education system must include

17 Educating the Engineer of 2020 Critical Areas for Future Success : 2. Research on the “Learning Process” will be an imperative

18 Educating the Engineer of 2020 Critical Areas for Future Success : 3.Ensuring effective faculty selection and ongoing development will be an imperative.

19 Educating the Engineer of 2020 Critical Areas for Future Success : 4. A robust partnership will be required between educational institutions (elementary thru University) and industry to design and implement relevant technical curricula, as well as teach youth 5.Engineering learning will become more applied in the classroom with the emphasis on research, problem solving, experimentation, application, concept testing and evaluation 6. Institutions of higher learning will place more emphasis on faculty selection and ongoing design and implementation of internal faculty development programs to enhance teaching effectiveness in the classroom, and improve industry technology relevance

20 Major Engineering Imperatives – Today/Tomorrow Engineering Imperatives for Global Companies Requires “Thinking Outside the Box” Organization Change Recruitment & Selection Cost Reduction Global Competitio n Product Speed To Market Product Quality Employee Learning Morale & Motivation Performance Management Compensation & Rewards Customer Service Leadership Development Growth & Acquisitions Technology Impacts

21 Organization Transformation Process Using Change Management and Communication Processes Key Steps 1. Organize an internal resource team and gain commitment / ownership 2. Assess current organization and Engineering functional strengths / weaknesses and areas for improvement 3. Identify desired future organization 4.Create a plan to address identified gaps 5.Design “improvement” plan 6.Implement and evaluate plan

22 Ensuring Success With Your Transformation Effort 1.Stay focused on the needs of the business and management 2.Gain top leader sponsorship and buy-in 3.Align with company strategy 4.Identify and communicate with stakeholders / customers 5.Involve all organization levels in development and implementation 6.Use change management strategies 7.Address fears and resistance to change

23 Educating the Engineer of 2020 One Final Point for Engineering Professionals! “As you educate and mentor the engineer of 2020, and develop technical curricula, don’t crowd out the humanities, arts, and social sciences from the learning process” “Be willing to change your mindset”

24 Thank You


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