Intellectual Property is the essential tool to valorise your ideas, the innovation on your organizations, when it does exist. Essential rules of IPR shall be presented so that basic knowledge can help develop reflections on such a strategy and global item, so to guide you in the implementation of your IPR strategy. Engineers and scientists are yet to boost the innovation paths in developed and developing regions of the world. They have made tremendous progress over the past decades, starting from zero!

1. Engineers and the Innovation concept:
when, where and how Intellectual Property Rights
can help boost a sustainable engineering business
8 may 2015
By Yvette RAMOS, Présidente
Swiss Engineering Romandie
www.swissengineering.ch

2. Topics ! Content ! Summary!
• About Engineering and Engineers!
• Innovation concept?
• IPRs, what is that?
• Strategy, planning, etc…
• And women engineers after all?

3. YVETTE
RAMOS

4. www.swissengineering.ch

5. • A society of >15,000 engineers and architects in
Switzerland, active in all domains
• 7 regions, 26 interprofessional groups, 25 chapters
• Since over 100 years

6. …Le plus important réseau professionnel d’ingénieurs et
d’architectes de Suisse
• For over 100 years, Swiss Engineering represents Members
interests in the political, economic, in the field of training and
in society in general, and supports their professional
development through customized services.
• As spokesman of the Engineering and Architecture, Swiss
Engineering is committed to improve and enhance the
technical and scientific professions in the media and public.
• We encourage the new generation while working to
strengthen professional capacity building.

8. • In 2010, the average in the EU-27, 15.5% of institutions in the
higher education sector were headed by women, and 10% of
universities had a female rector.
• Women = 36% of board members in 2010
• In science and engineering: they represent 38% of PhD
students, but only 23% of grade B and 11% of Grade A
• The proportion of women "full professor" is also the lowest in
engineering and technology, with 7.9%.
Glass ceiling:
used to describe the unseen, yet
unbreachable barrier that keeps women (and
minorities) from rising to the upper rungs of
the corporate ladder, regardless of their
qualifications or achievements.

9. Regions averages 1st October 2014

10. ⇒ Egg freezing : is this a solution
to optimze your career?

12. Engineers and the innovation
concept?

13. • Engineers have the capacity to carry out
concrete policies to address complex issues
of socio-economic, human, scientific and
technological, and competitive in a
changing international environment.
Engineers! Who are we?

14. ?
Where do we come from ?
Prehistorical...
1599 Création of
Arts and Culture
House
Civil engineering
Architecture
1848 Society of
Civil EngineersPublic
Service
administration
Industry
Production
1827
Industrial
Revolution
Evolution
XXth cent.
Entrepreneurship
Marketing
Business
Consulting Nationale
Défense
Army 1672 : Civil
Engineer!

15. Over 700K engineers in France (2012)
Production et fonctions connexes 21,40%
Études, recherche et conception 33,90%
Systèmes d’information 17,90%
Commercial, Marketing 9,20%
Administration, Gestion 4,00%
Direction générale 7,10%
Enseignement 2,20%
Divers autres 4,30%

16. Vision of the world..
Utopia?
• Fair and complex management of territories
(villages, towns, regions, countries, continents ..)
• Organization of a daily environment that is
livable for all
• Economically viable development providing
opportunities for progress in a world of
Justice!

17. Strengthening links between Education and
Employment Market
Industrial and scientific innovation development
Pension management
Environment - Climate change!
Equality and Diversity
Contribution to the development of poor
countries and regions - migration
Economic globalization and new models..
Big challenges!

18. Is this an issue of ..envisioning the future?

19. Or a reasonable and rational planning strategy ?

20. Développer l’économie du savoir
Positionner le Territoire
à l’échelle internationale
Contenu Infrastructure Accès Formation Industrie TIC Téléservices
Objectifs
Stratégiques
Axes
Vision
Réduire
la fracture numérique
Plans d’action et programmes
Un exemple : Développement d’une Stratégie e-Territoire
20

21. A simple model though..showing different
perspectives:
HOW ?
SOCIAL
PROGRESS
ECONOMICAL
TECHNOLOGY
TECHNICAL..
POLITICAL &
DECISION
MAKING

22. While always balancing in a changing environment..

23. Right balance?

24. Right balance?

25. Right balance!

26. Without forgetting..a key: management!

27. And…

28. • They want to work in responsible companies
that:
Engages them (=employees!) in the
profit
Is environmentally friendly
Practices equality in all its forms,
including equal pay!
What do they want?

29. And above all…!

31. © 2003 Pearson Education Canada Inc.
SUGGESTIONS FOR A SUCCESSFUL MANAGEMENT CAREER

32. OK, well having said that, lets talk
Business!
What about you?

33. • 9 points, 4 lignes

34. • Go out of the nine dots!

35. 9 points, 3 lignes

36. • Go out of the page!

37. Challenges and solutions*
Technology
and
innovation
Certifications
and strategic
Marketing
Human
Capital
management
*Winners have solutions,
Losers have excuses!!!

38. Technology: Rapid Uncertain Change
Changing ICT
landscape
Rapidly
Evolving
Technology
Increasing
Stakeholder
Expectations
Changing Skills Needs
Changing Organisational Structures

39. Intellectual capital model
[Carl Bro, 2006- Grontmij .dk]

40. Source : www.observatoire-immateriel.com
Actifs
Immatériels
Direction R&D
Scientifique
Technique
Direction
Commerciale
Direction des
Ressources
Humaines
Direction de
L’Organisation
Direction
Systèmes
D’Information
Direction
Marketing
Direction des
achats
Direction
Financière
Intangible
assets
Human
Resources
Sales
R&D
Scientic
Finance
Purchasing
Marketing
Information
System
Organisa-
tion
 Intangible assets represent the hidden face of value…

41. Challenges and solutions
Technology
and
innovation
Certifications
and strategic
Marketing
Human
Capital
management

42. Intellectual capital model
[Carl Bro, 2006- Grontmij .dk]

43. Innovation?
Innovation
Urbanism Jobs, Employment
Social integration
Habitat
Social & cultural innovation
Medical
Bio-medicine
Biotechnologies
Food & agriculture
Chimie-bio
Pharmacy
Telecom
New technologies
(Internet, E-business)
Software
Electronics
Technological innovation
Mecanics & Tools,
machines
Chemistry&
materials
Textile-habillement
Cosntruction
Metallurgie-fonderie
Measure control

44. In partnership with …
⇒ «Demand-pull» innovation
• Satisfaction of end-users, markets
• (innovation N)+1= innovation (N+1)
• Integration into existing and evolving markets
⇒ «Technology push» innovation
• From benchmarking analysis
• Radical innovations, disruptions in technologies
• Generation of new markets

45. Patents «meteorology» priority dates over past 10 years

46. Meteorology: >200 patents filed over the last 5 years
CHINA
USA
FRANCE
WORLDWIDE
EUROPE
JAPAN
KOREA
GERMANY
TAIWAN

47. 50 Patents files in 2014…

48. What is this patent about? A brief benchmark
• A component/part of a system, bringing a technical solution to a
technical problem;
• It can be an apparatus, a device,, a method, a programme ..
• Using specific mobile telecommunication support, sensors,
satellite, internet transmission..
• Where information, power control and alarming are keys
• For rainfall, temperature, wind, pressure…measure/ control/
monitor/ calibrate
• In applications : agriculture, automotive /transportation/
pavement-surface/ oceanography/ aviation/ energy/ meteo
station observation..

49. Challenges and solutions
Technology
and
innovation
Certifications
and strategic
Marketing
Human
Capital
management

51. Customers
Front-line people
Middle Management
Top
Management
Traditional Organization Chart

52. Customer-Oriented Organization Chart
Customers
Front-line people
Middle management
Top
manage-
ment

53. Market-Oriented Strategic Planning
Objectives
Skills
Resources
Opportunities

54. Market-Oriented Strategic Planning
Objectives
Skills
Resources
Opportunities
Value
Added

55. Basic questions…for the Met Services
• What are the three priority markets ? Who are
my customers ?
• What do they want?
• How do we find out what they want?
• How do the customers know what we deliver?
• How often do we talk to them?
• How do we measure what we deliver fits the
needs of the customers?

56. Source : www.observatoire-immateriel.com
Actifs
Immatériels
Direction R&D
Scientifique
Technique
Direction
Commerciale
Direction des
Ressources
Humaines
Direction de
L’Organisation
Direction
Systèmes
D’Information
Direction
Marketing
Direction des
achats
Direction
Financière
Intangible
assets
Human
Resouces
Sales
R&D
Scientic
Finance
Purchasing
Marketing
Information
System
Organisa-
tion
Levers for change?

57. Challenges and solutions
Technology
and
innovation
Certifications
and strategic
Marketing
Human
Capital
management

58. Intellectual capital model
[Carl Bro, 2006- Grontmij .dk]

59. Human Capital v Human Resources
ASSETS
•PERFORMANCE
•METRICS
•CONTRIBUTION
COSTS
•PROCESS
•PROCEDURES
HUMAN CAPITAL HUMAN RESOURCES

60. Conclusion about Changes in Human Resources ?
 Headcount: “DO More with less”
 Reduce costs: People cost Money
 “Real time“: Need for information 24/7
 Empowerment: Employee self service, what
competition offers…
 Business decisions and communications: Management
needs the right information to make the right business
decisions
 Data integrity: Your organization’s future depends on it

61. Intangible assets from Human Capital : a few examples
• Technological capital consists of patented inventions born in the
brains of R&D teams (= human capital R&D)
• Innovation to find a new product – a dominant design, integrated
services, cheap and easy problem solving solutions, transverse
applications, process or method in communication and organisation...
• Innovation to better work in community, to project your organisation
in the long-term, to have a global view of synergies in the industry
• Innovation to better capitalize on the expertise, skill, creativity,
customer satisfaction and employees, valuation of the name, image,
reputation, accomplishments, etc.. to enhance the impact and
influence within our global village community
• >> Human capital at the heart of value creation

62. What do we talk about ?
⇒Integrated management system for strategic
management including controlling and cost-
savings approaches and optimized production
processes - strategic human resources
management for a modern meteorological
institution including competence-based
approaches to help historical institutions turn
into attractive and modern frameworks for
talented people

63. Assessing and increasing the performance of
the organization through :
1- Its capacity in measuring the strategic
value of human capital
2- The alignment of people, processes and
technology around common objectives
3- The proactive planning of human
resources needs.

64. Strategic Human Resource Management

65. Step1
Vision, Values,
Mission
2020
Step2
Strategy
2015-2020
Step3
Operational
plan
2015-2020
Proposed method? Cf Balanced Scorecard..

66. 66

67. Structure
Systems
Style of
management
Staff
Skills
Strategy
Shared
Values
7S model (Mac Kinsey) for an internal
organizational analysis - example

68. Organizational
analysis
External
example
–Political -
–Economical --
–Social +
–Technical ++
–Environmental ++
–Legal +
68

69. Vision, Values and Strategic themes/Expected Results
Results oriented organization =
A shared Vision + a well defined Strategy + collective execution + interactive
communication + Efficient processes + Motivated and loyal staff
Operational Excellence for a Modern Institution
To become a leading expert
in meteorology and climate services,
re-known at regional and international levels, for the
quality of our services in anticipating and managing better
today and tomorrow’s climate challenges
Increased
visibility
Satisfied
Clients
Evolved
systems

70. Strategy map
Operational Excellence for a Modern Institution
LEARNING
GROWTH &
CAPACITIES
??
??
??
BENEFICIARIES
CLIENTS
?? ??
????
??
INTERNAL
PROCESS
??
??
BUDGET
FINANCES

71. OC11: Develop a strong
customer focused culture
and relationship
OP5 : Improve the
quality and formalize our
engagement
OH1: Increase both
technical and management
capacities
OC13: Contribute to the
community of meteorology at
regional and international level
OP4 : Reinforce our information
system and technology
OP6 : Reinforce
exchanges and partnership
with key specialists
OH2: Reinforce people
commitment and competencies
OF10 : Diversify our
revenues
To be a modern and leading expert in Meteorology
& Climate Services at regional and international level
OF8 : Improve our
financial autonomy
OC12: Add value with diversified
products and services (R&D)
Clients
Internal
Process
Finance
Human
Capital
OH3 : Improve strategy
execution skills and implementation
of our plan of activities
OF9 : Optimize
cost
OP7: Valorize the NMHS
and increase visibility

72. Thank you !
Yvette Ramos
MSc. Eng. – MBA
Yvette.ramos@swissengineering-ge.ch