1. Lars Goldschmidt 21okt. 08 A business perspective on corporation with the engineering schools What do we need? and how to get it

2. 21Okt. 08 2 Content My background The demand for engineering and related competence The task of the engineering school - 70% engineering The interaction between business and engineering schools To do list for intensifying relation

3. 21Okt. 08 3 Observation platform Danish Energy Agency Maersk Oil and Gas Danish Environmental Protection Agency Danish Public Employment Service Danish Commerce and Services Copenhagen Business School. Danish Association of Consulting Engineers. Confederation of Danish Industries.

4. 21Okt. 08 4 Confederation of Danish Industries 11.000 large, medium and small companies Collective bargaining All business related policy areas

5. 21Okt. 08 5 Member Distribution Kilde: DI 2. kvartal 2007

6. 21Okt. 08 6 Globalisation...

7. 21Okt. 08 7 Future Danish products and services Denmark competes on the global market by delivering solutions and services to upper middle markets The end user customer demand moves towards uniqueness, identity and experience The B to B and B to C demand moves towards more holistic solutions that solve more complex problems covering the full functionality triangle.

8. 21Okt. 08 8 The customers Our customers are the fair to medium wealthy populations, companies and public service organizations. Our products and services are expensive These are the customers who can benefit from the experiences of a small relatively rich country. Environmental protection Welfare systems Design etc

9. 21Okt. 08 9 Business process location The business processes located in Denmark will be the processes that either service the local market and must be located here to provide the actual service product or the business processes that will be most competitive by a location in Denmark.

10. 21Okt. 08 10 Development Production Marketing Sales DK Global Environment Sourcing: Knowl. and Products Distribution Business processes

11. 21Okt. 08 11 Location and competitive strategy Competitive Force = Cunning * Financial Strength * Framework Conditions Total Costs Relocatable business processes will be located where the competitive force is optimal

12. 21Okt. 08 12 Uniqueness gains increased value Repetitions decrease in value Innovation is the name of the game

13. 21Okt. 08 13 The value triangle: Technical functionality Social functionality and acceptability Esthetic quality and individual identity signal

14. 21Okt. 08 14 The innovation triangle: Technical possibility competition drive User need and demand

15. 21Okt. 08 15

16. 21Okt. 08 16

17. 21Okt. 08 17 The task of the engineering school Attract as many students as possible Cross disciplinary interaction competence Cross culture interaction competence Business application competence Hard core engineering disciplines High reliability routine High Innovative capability 70% engineering

18. 21Okt. 08 18 The interaction between business and engineering schools Lobbyism: management, structure and content Governing and advisory boards Part time teaching Business PhD Student projects Development projects Long term relations Research in business related areas

19. 21Okt. 08 19 To do list for intensifying relations Follow your students – alumnae utilization And more of the same Management board - Advisory Boards Part time teachers Long term relations Development projects Business PhD Research in business related areas