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Wolfgang Emmerich Bruno Hribernik TU-Graz - 25.November 2002

Was braucht die Industrie: Spezialisten oder technische Manager ? Needs of Industry: Specialists or Technical Managers ?. Wolfgang Emmerich Bruno Hribernik TU-Graz - 25.November 2002. Content. Objective Case Study Böhler-Uddeholm Case Study Penn State University

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Wolfgang Emmerich Bruno Hribernik TU-Graz - 25.November 2002

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  1. Was braucht die Industrie:Spezialisten oder technische Manager ?Needs of Industry:Specialists or Technical Managers ? Wolfgang Emmerich Bruno 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 educationand 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. Knowledge Hierarchy Knowledge Network Change Departments Cooperative Projects Factories, Procedures Systems, Processes Material Knowledge Steel Products Change Management Böhler-Uddeholm 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 èvirtual organization • High demands on our employees • Empowerment of the employees

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

  11. Knowledge base „management“ General management Long term changes Customer needs Knowledge base „marketing“ Knowledge base „production“ Technological changes Knowledge base Marketing R&D Production Specialist or Manager

  12. Böhler and Uddeholm sales companies Eschmann Uddeholm Tooling Böhler Schmiedetechnik Network Automotive Network Automotive Böhler-Uddeholm Holding Böhler Edelstahl Network „Automotive“ 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

  13. Böhler and Uddeholm sales companies Eschmann Uddeholm Tooling Böhler Schmiedetechnik Network Automotive Böhler-Uddeholm Holding Böhler Edelstahl Network „Automotive“ 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

  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. Böhler Uddeholm Expects from Universities • 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

  20. Böhler Uddeholm Expects from Graduates • 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

  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

  22. Thank you for your attention

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