Was braucht die Industrie: Spezialisten oder technische Manager ? Needs of Industry: Specialists or Technical Managers ? Wolfgang EmmerichBruno Hribernik TU-Graz - 25.November 2002

2 Content  Objective  Case Study Böhler-Uddeholm  Case Study Penn State University  New needs from economy and politics  Conclusion and outlook

3 Content  Objective  Case Study Böhler-Uddeholm  Case Study Penn State University  New needs from economy and politics  Conclusion and outlook

4 The Objective of … Enterprises –International competitiveness –Profitable growth Prerequisites –Excellent general conditions –Excellent human resources

5 The Objective of … Universities –International excellence in education and science –Attractive for students –Well accepted graduates Prerequisites –Excellent general conditions –Excellent education program

6 Content  Objective  Case Study Böhler-Uddeholm  Case Study Penn State University  New needs from economy and politics  Conclusion and outlook

7 Change Management Böhler-Uddeholm Knowledge Hierarchy Departments Factories, Procedures Steel Products Knowledge Network Cooperative Projects Systems, Processes Material Knowledge Change This means cultural challenge

8 Strategic Goals and Guidelines  Growth above markets and competitors  Special focus on emerging markets, China and North America  Horizontal and vertical growth  Internal and external growth  No „true“ diversification (where BUAG knows neither products, nor markets, nor customers, nor technology)

9 Actual Organization Principles of Böhler-Uddeholm  Focus on core competences  Project related networking   virtual organization  High demands on our employees  Empowerment of the employees

10 Typical Career (phase in) TU R&DProduction 3-5 years Thinking beyond usual borders Build up of company specific know how Product manager Process engineer Marketing

11 Specialist or Manager General management MarketingR&DProduction Long term changes Knowledge base „management“ Knowledge base Knowledge base „marketing“ Knowledge base „production“ Customer needs Technological changes

12 Network Automotive Böhler Edelstahl Eschmann Uddeholm Tooling Network „Automotive“ Böhler-Uddeholm Holding Network of people and resources within Böhler-Uddeholm to build up and maintain knowledge and competence about technologies and materials useable for automotive industry, which will be provided to all companies for projects and daily work Böhler Schmiedetechnik Böhler and Uddeholm sales companies Network Automotive

13 Böhler Edelstahl Eschmann Uddeholm Tooling Network „Automotive“ Böhler-Uddeholm Holding Network of people and resources within Böhler-Uddeholm to build up and maintain knowledge and competence about technologies and materials useable for automotive industry, which will be provided to all companies for projects and daily work Böhler Schmiedetechnik Böhler and Uddeholm sales companies Network Automotive

14 Content  Objective  Case Study Böhler-Uddeholm  Case Study Penn State University  New needs from economy and politics  Conclusion and outlook

15 Doorways into Penn State University

16 Content  Objective  Case Study Böhler-Uddeholm  Case Study Penn State University  New needs from economy and politics  Conclusion and outlook

17 New Needs from Economy and Politics  Lisbon European Council 2000 – objective EU: to become the most competitive and dynamic knowledge based economy by 2010  Barcelona 2002 – aim to increase R&D investments from 1,9% in 2000 of GDP to 3% in 2010  Increased R&D efforts should lead to economic growth, better (and more) jobs and greater social cohesion  Goal of the Austrian government 2,5% of GDP in 2005  Positioning Austria within the top 5 in Europe regarding innovation

18 Content  Objective  Case Study Böhler-Uddeholm  Case Study Penn State University  New needs from economy and politics  Conclusion and outlook

19  International competitive universities  Rapid and consequent reaction/adaptation of the education and research programs in accordance with changing demand  Exchangeability of education programs and degrees as basis for international education  Extension of post graduate education programs – live long learning  Education of specialists with sound technical/scientific knowledge and basis knowledge in economics and management skills  Develop individual skills with focus on teamwork, self organization/motivation and languages Böhler Uddeholm Expects from Universities

20  Ability to build up sustainable networks  Social competence  Customer orientation and profitability thinking  Active contribution to teamwork  Good balance between specialist and generalist  Willingness for live long learning Böhler Uddeholm Expects from Graduates

21 From Lone Star to Team Player The trick is to develop managers that can do both well. I call them "T-shaped managers”, that is, they focus on individual unit performance (the vertical part of the T) and contributions across units (the horizontal part of the T). Mallory Stark, HBS Working Knowledge, Nov,4th 2002

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