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The Future of the Industrial Engineer

AIM 2005. The Future of the Industrial Engineer. Friday, Oct. 07, 2005 Estella, E. AIM 2005. CONTENT. The Industrial Environment 2020 What is left for Europe? How to shape our future?. AIM 2005. CHANGES. The Industrial Environment 2020 China India SE Asia. AIM 2005. THREATS ?.

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The Future of the Industrial Engineer

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  1. AIM 2005 The Future of the Industrial Engineer Friday, Oct. 07, 2005 Estella, E

  2. AIM 2005 CONTENT • The Industrial Environment 2020 • What is left for Europe? • How to shape our future?

  3. AIM 2005 CHANGES • The Industrial Environment 2020 • China • India • SE Asia

  4. AIM 2005 THREATS ? • What is left for Europe? • TO REACT OR …. • SINGAPORE

  5. Tertiärer Sektor: +13,7% Sekundärer Sektor: -19,5% Primärer Sektor: -10% Development of Jobs 1991 til 2003 (Exp. Switzerland) Total: +2.7% 3500 3000 2500 2000 Anzahl Erwerbstätige in Tausend 1500 1000 500 0 1991 1993 1995 1997 1999 2001 2003 Quelle: Bundesamt für Statistik

  6. Development of Working Places: How to act? „vital economy“ „old“ working places disappear „new“ working pöaces are created

  7. AIM 2005 IDEAS ……ACTIONS 3. HOW TO SHAPE OUR FUTURE? MARKET SZENARIOS ENTREPRENEURS ACADEMIC ENTREPRENEURS?

  8. AIM 05: Entrepreneurial Leadership to Win 12559

  9. Mechanical Heart Valve: Which (Technological) Key Capability?

  10. 2 Venture Video Clips (ICT, Bio) • 1 Enertech

  11. AIM 2005 How much may R&D cost? (a true but may-be not quite scientific study) Annual Change in Market Value (Standardized, 92-97) +50,0% +50,0% -50,0% Annual Change in R&D intensity (92-97) -50,0% Source: Mercer 10589e

  12. Enterprise Co-workers Customers „Environment“ Technology Resources Finance Entrepreneurial Leadership AIM 2005 Management Source: Tschirky & Schuh 12506-1e

  13. Corp. Key Capabilities create ( real) Competitive Advantage = Better Products / Services than the Competion in the eyes of the Customer (not of us!) Key Capabilities = a bundle of disciplines / technologies skill – based (not only knowledge based) people- and organisation - based longterm development (barrier to entry) Corporate Key Capabilities

  14. SMS Wire limits the Comfort - Technology - Market Push Pull Wireless Phone Unused Capacity > Ich hab dich lieb! AIM 2005 „Market-Pull“ or „Technology Push“ How do Companies get New Technologies?From the Market or from Science? 14006e

  15. To put to use To recognize Success x = Customer‘sNeeds Technology AIM 2005 Entrepreneurial Success: Tech AND Market Mgmt 12129a-e

  16. Value Creation: Basic Strategy AIM 2005 Vision Explore opportunities Corporate Culture Effectivity through closecustomer relations Efficiency Innovations 14619-9e

  17. Value Creation: Basic Strategy AIM 2005 Vision Explore opportunities Corporate Culture Effectivity through closecustomer relations Efficiency Innovations 14619-9e

  18. Growth phase Maturity phase Product/market success Early phase t Source: Sommerlatte Process Innovation Market and design innovations Intensity of innovation Product innovations t Source: Abernathy & Utterback Dominant design Growth firms No. of firms based on new technologies Pioneer firms Global firms t Source: Utterback AIM 2005 The Dynamics of Innovation 12628e

  19. Start-up Growth Maturity • broad, innovative, creative, fast • Functionality • Cost only second priority • 70% of the cost are built-in • Q-Basis-fixed • optimize • customize • cost efficiency • focus • operationalize • expand • minimize process cost Product Develop-ment and Concept for Processes Product and Process Improvements Product and Process- Optimization AIM 2005 Strat. Phases - Different Management Requirements 12122-2e

  20. The Entrepreneur AIM 2005 Leader + Communicator + Manager vision intuition conviction determination courage objectives allocation knowledge perseverance organisation Do the right things Make things known Do things right 12133e-3 12133e-3

  21. AIM 2005 Requirements for Entrepreneurs with var. Tasks ExecutiveLevel Environment & Strategies Vision &Culture Corporation Changes &Networks Product Division(SBU) Resources & Results Department Self- and Team Developement ProfessionalKnow how Functional team 0% 50% 100% 20752e

  22. Successful Entreprise Values AIM 2005: competent understandable on-time innovative accountable learning with self-confidence 12099-2be

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