11 Sept 2005 IEMC 2005 Leslie Martinich 1 Leading an Effective Engineering Organization Leslie Martinich Competitive Focus

11 Sept 2005 IEMC 2005 Leslie Martinich 2 Effective Engineer Teams What are the characteristics you’ve observed in an effective engineering team?

11 Sept 2005 IEMC 2005 Leslie Martinich 3 EMC BOK Market Research, Technology Updates, and Environmental Scanning Planning and Adjusting Business Strategies Developing Products, Services, and Processes Engineering Operations and Change Financial Resources and Procurement Marketing and Sales Leading Individuals and Engineering Project Teams Professional Responsibility and Legal Issues

11 Sept 2005 IEMC 2005 Leslie Martinich 4 EMC BOK Market Research, Technology Updates, and Environmental Scanning Planning and Adjusting Business Strategies Developing Products, Services, and Processes Engineering Operations and Change Financial Resources and Procurement Marketing and Sales Leading Individuals and Engineering Project Teams Professional Responsibility and Legal Issues Market and trend analysis, strategy, risk management

11 Sept 2005 IEMC 2005 Leslie Martinich 5 EMC BOK Market Research, Technology Updates, and Environmental Scanning Planning and Adjusting Business Strategies Developing Products, Services, and Processes Engineering Operations and Change Financial Resources and Procurement Marketing and Sales Leading Individuals and Engineering Project Teams Professional Responsibility and Legal Issues Methodology, Operations, Process Improvement

11 Sept 2005 IEMC 2005 Leslie Martinich 6 EMC BOK Market Research, Technology Updates, and Environmental Scanning Planning and Adjusting Business Strategies Developing Products, Services, and Processes Engineering Operations and Change Financial Resources and Procurement Marketing and Sales Leading Individuals and Engineering Project Teams Professional Responsibility and Legal Issues Financial management, Sales and Marketing, Pricing strategies, Portfolio analysis

11 Sept 2005 IEMC 2005 Leslie Martinich 7 EMC BOK Market Research, Technology Updates, and Environmental Scanning Planning and Adjusting Business Strategies Developing Products, Services, and Processes Engineering Operations and Change Financial Resources and Procurement Marketing and Sales Leading Individuals and Engineering Project Teams Professional Responsibility and Legal Issues Team processes, Performance management, Conflict resolution, Negotiation

11 Sept 2005 IEMC 2005 Leslie Martinich 8 EMC BOK Market Research, Technology Updates, and Environmental Scanning Planning and Adjusting Business Strategies Developing Products, Services, and Processes Engineering Operations and Change Financial Resources and Procurement Marketing and Sales Leading Individuals and Engineering Project Teams Professional Responsibility and Legal Issues Professional ethics, Regulatory and Contract Management

11 Sept 2005 IEMC 2005 Leslie Martinich 9 Topics Leading Managing innovation Aligning your team with your company’s direction Gaining support for your team’s projects Topics we will not cover –Operations management –Project management –Financial management –Professional responsibility and legal issues

11 Sept 2005 IEMC 2005 Leslie Martinich 10 Leading Engineering Teams Different strengths, preferences, skills, propensities Different communication styles and preferences Provide people with opportunity to do meaningful work, to make a difference

11 Sept 2005 IEMC 2005 Leslie Martinich 11 Problem Solving and Creativity Differences in ways of thinking, solving problems, creating Adaptors and Innovators Working within a structure vs. working outside of a structure continuum Adaptors Innovators

11 Sept 2005 IEMC 2005 Leslie Martinich 12 Adaptor - Innovator Score each question quickly, using your first reactions Total your score at the bottom of the page

11 Sept 2005 IEMC 2005 Leslie Martinich 13 Activity Your company has two projects. Decide which one your group wants to take. Your company is one of the top 3 widget firms, and has 15 years of success in widget engineering to build on. Typical widget development efforts take 6 months. Your firm expects to continue its leadership for the next several generations of widgets. It has a budget in place to support the next 10 years of exploratory efforts. What are your strengths and dispositions? What are your priorities and what do you hope to accomplish? Team A is responsible for delivering the next generation of widgets. Team B is responsible for exploring new technologies and figuring out what will be the product to replace widgets in the future.

11 Sept 2005 IEMC 2005 Leslie Martinich 14 Utilizing Talents Apply talents to appropriate tasks You need all types to complete the puzzle Give people opportunities to do meaningful work and make a difference (and that varies with the person)

11 Sept 2005 IEMC 2005 Leslie Martinich 15 Communication Preferences Face-to-face Big picture Talks through alternatives and decisions Quick decisions; can correct mistakes Lots of data Thinks through alternatives and decisions Time to analyze the data

11 Sept 2005 IEMC 2005 Leslie Martinich 16 Communication Listening –Management –Colleagues –Staff Understand your audience –What is important to them? –What are their goals?

11 Sept 2005 IEMC 2005 Leslie Martinich 17 Leading the Team Understand your own and your team members’ strengths, dispositions, problem-solving styles, communication preferences Next Topics: –Managing innovation –Aligning your team with your company’s direction –Gaining support for your team’s projects

11 Sept 2005 IEMC 2005 Leslie Martinich 18 Industry Assessment Suppliers Your offering Customers Partners Distributors Competitors Alternatives Industry Structure

11 Sept 2005 IEMC 2005 Leslie Martinich 19 Industry Assessment: Competitive Forces Industry Competitors Rivalry Among Existing Firms Buyers Potential Entrants Suppliers Substitutes

11 Sept 2005 IEMC 2005 Leslie Martinich 20 Innovation Value chain, timingWhen? Distribution, channelsWhere? Processes, manufacturingHow? Markets, demographicsWho? Products, technology, solutionsWhat? StrategyWhy?

11 Sept 2005 IEMC 2005 Leslie Martinich 21 Innovation Phases Early Phases –Period of chaos and uncertainty –Need flexibility and adaptability Later Phases –Focus on efficiency and process –Focus on cost

11 Sept 2005 IEMC 2005 Leslie Martinich 22 Phases Overlap As one technology matures, innovations create another technology Mature Innovation

11 Sept 2005 IEMC 2005 Leslie Martinich 23 Example: News Distribution News Industry Media distribution Changes in distribution –Print –Online –Pod Casting –??? Is the firm in the “newspaper” business? Or the “information” business? Or something else?

11 Sept 2005 IEMC 2005 Leslie Martinich 24 Example: Photography Digital photography Photo processing -> Printing Consider players: –Polaroid –Kodak –HP –Ink providers –Sony –Canon Mature

11 Sept 2005 IEMC 2005 Leslie Martinich 25 Industry Assessment: Innovations What forces are changing in your industry? Platform changes Technology changes Supply chain changes Market changes ?????

11 Sept 2005 IEMC 2005 Leslie Martinich 26 Where Are We? Choose your industry How do you define your industry? What is the industry structure? What competitive forces are operating? What innovations are shaping the future? Where are you on the S-Curve? What is the basis for competition—features or price or relationship or something else? Given the answers to the above questions, what are your strengths, weaknesses, opportunities and threats?

11 Sept 2005 IEMC 2005 Leslie Martinich 27 Industry Assessment Suppliers Your offering Customers Partners Distributors Competitors Alternatives

11 Sept 2005 IEMC 2005 Leslie Martinich 28 Leading the Team Understand your own and your team members’ strengths, dispositions, problem-solving styles Managing innovation Next Topics: –Aligning your team with your company’s direction –Gaining support for your team’s projects

11 Sept 2005 IEMC 2005 Leslie Martinich 29 Leading Your Team: On the Right Path Analyze Team’s Position Analyze Industry Direction Devise Action Plan to Get Team on the Right Path Big picture, Innovations What ARE we doing? What SHOULD we be doing? Strengths, Fit

11 Sept 2005 IEMC 2005 Leslie Martinich 30 Strategy Alignment What should your team be doing? Where should your team’s focus be? Where we are now Where we need to be

11 Sept 2005 IEMC 2005 Leslie Martinich 31 Paired Comparison

11 Sept 2005 IEMC 2005 Leslie Martinich 32 Paired Comparison: What’s Important A = 10 (50%) B = 3 (15%) C = 6 (30%) D = 1 (5%) E = 0 Weighing the relative importance

11 Sept 2005 IEMC 2005 Leslie Martinich 33 Pareto Analysis: What are We Doing? Where are you spending your efforts?

11 Sept 2005 IEMC 2005 Leslie Martinich 34 Leading Your Team: On the Right Path Analyze Team’s Position Analyze Industry Direction Devise Action Plan to Get Team on the Right Path Where are we spending our time What SHOULD we be doing? How can we get there?

11 Sept 2005 IEMC 2005 Leslie Martinich 35 Team Alignment Choose your team’s industry What is your team’s (or firm’s) current focus? Where is the industry going? What SHOULD you team (or firm) be doing? What can you eliminate or reduce or redirect in order to allow your team to do what it should be doing?

11 Sept 2005 IEMC 2005 Leslie Martinich 36 Leading the Team Understand your own and your team members’ strengths, dispositions, problem-solving styles Managing innovation Aligning your team with your company’s direction Next Topics: –Gaining support for your team’s projects

11 Sept 2005 IEMC 2005 Leslie Martinich 37 Gaining Support for Your Team’s Projects Internal selling Leading Up Managing Up Acquire needed resources Improves chances for success of your projects Understand communication preferences of –Colleagues –Executive staff –Your staff

11 Sept 2005 IEMC 2005 Leslie Martinich 38 Selling Your Ideas Selling up –Figure out who has the decision-making power –Initially ask for input and suggestions –Restructure your proposal to include input Selling down –Solicit input and listen! Selling laterally –How does your project benefit other stakeholders? Remember personal needs and interests

11 Sept 2005 IEMC 2005 Leslie Martinich 39 Negotiating for What You Need What are the goals and objectives of the organization? How does the issue at hand fit into the goals and objectives of the organization? What are the goals and objectives of the individuals involved in this conflict? What are the additional interests of each of the individuals? If we can’t negotiate a resolution to this conflict, what is our best alternative? What are some possible solutions or resolutions? How can I elicit additional information?

11 Sept 2005 IEMC 2005 Leslie Martinich 40 Negotiation Planning PartiesYou_________ Objectives / Position Interests Best Alternatives Options

11 Sept 2005 IEMC 2005 Leslie Martinich 41 Make a Proposal Your team needs to focus on X What is your plan to gain support for X? Who are the members of your audience? What are their communication preferences? How are you going to communicate with them?

11 Sept 2005 IEMC 2005 Leslie Martinich 42 Leading an Effective Engineering Organization Understand your own and your team members’ strengths, dispositions, problem-solving styles Managing innovation Aligning your team with your company’s direction Gaining support for your team’s projects

11 Sept 2005 IEMC 2005 Leslie Martinich 43 Working Together Understand the people on your team Provide meaningful work Understand your industry’s directions and trends Align your team’s efforts with the organization’s goals Gain support for your team’s projects

11 Sept 2005 IEMC 2005 Leslie Martinich 44 Questions Leslie Martinich

11 Sept 2005 IEMC 2005 Leslie Martinich 45 Extra Slides Extra slides

11 Sept 2005 IEMC 2005 Leslie Martinich 46 Activity Your team is going for a hike in the Strait of Belle Isle Barrens.