5 to 8 June 2012 Château de Neuville-Bosc, near Paris, France

Transcription

1 46 rue Lauriston Paris Tel: +33 (0) Fax: +33 (0) EIRMA/ R&D MANAGEMENT STUDY GROUP 5 to 8 June 2012 Château de Neuville-Bosc, near Paris, France The R&D Management Study Group is led by: Prof. Ton Broekhuis, Professor General Product Engineering, Faculty of Mathematics and Natural Sciences, University of Groningen - Formerly at Shell and Dr. Phil Gamlen, Senior Fellow in Executive Education, Manchester Business School - Formerly Director Group Technology, ICI 8 Online registration on EIRMA Website before 15 May 2012:

2 R&D MANAGEMENT STUDY GROUP 5 8 JUNE, 2012 Introduction EIRMA offers an interactive learning experience for R&D managers who are facing their second or third career promotion and its associated discontinuities in job content. The EIRMA Management Study Group is different from traditional training in R&D Management, as it is based on learning through an exchange of participants practical experience, facilitated by senior faculty who will provide frameworks in which this learning can be structured. The event concentrates in a pragmatic way on problems and tasks faced within a modern R&D environment. Three main topics are covered: < The organisation of R&D work inside and outside the company and its role in the enterprise < Managing the human resource < Achieving an innovative and entrepreneurial R&D climate Targeted Audience EIRMA Management Study Group addresses professionals who have recently faced or are about to face significant, new responsibilities. While the first promotion of a scientist or engineer in an R&D organisation brings the individual to the position of leading a small team, they are still generally involved in technical work, but now across a broader front. Further promotions and career development bring responsibilities for the supervision and co-ordination of work of larger groups. These are the challenges which will be addressed at the Management Study Group. The point at which this change in responsibility occurs depends on the size and structure of the particular organisation. At this level, job content becomes distinctly more heterogeneous and the individual will no longer be fully expert in all the details. Members of the team will probably also come from various disciplines, departments and cultures. The significant, new responsibilities will generally involve strategic planning; management of project portfolios, and aspects of: < Project supervision; often in collaboration with external R&D organisations; < Working with other functions (e.g. manufacturing, marketing or sales colleagues); < Personnel management: recruitment, career planning and development, recognition and reward; < Budget control and business finance. Objectives The EIRMA Management Study Group aims at immersing participants in a learning experience designed to change their behaviours and improve performance in their new role. It draws on a number of resources which will help the participants recognise the options and think about how they might do something in their own context: < Offering guidance by experienced R&D directors and practitioners (the Faculty) < Spreading the accumulated R&D management experience of EIRMA members < Stimulating a passion for life long, in-depth learning And especially < Building on the participants individual experiences and expertise

3 R&D MANAGEMENT STUDY GROUP 5 8 JUNE, 2012 Organisation Much of the work will be carried out in plenary sessions, with introductions and presentations by faculty members. Participants will benefit from contributions from highly qualified and experienced professionals. On the first full day, about three hours are reserved for teamwork on an instructive business game, on the second full day two hours are dedicated to teamwork on selected subjects with guidance from faculty members where required. The teams then report to the whole group. On both days we will facilitate a provocative debating session between two teams of participants: the Managers Maze is analogous to the Moral Maze approach, requiring a short preparation phase, a structured debate, and final summing up. The personal contribution of each participant is essential for the Management Study Group to succeed. Participants are expected to take full part in the discussions and to contribute with their personal management experience. The structure of the Management Study Group offers various possibilities of interaction, based on participants pre-course preferences (see enclosed registration form). In order to allow us to shape the details of a challenging programme, we kindly ask each participant to: < Define their priorities: choose at least 3 topics from the list available on next page; whether this is a burning issue or another pressing topic that the participants would like to be addressed. < Prepare a contribution for discussion: effectively a case study that raises issues and questions that the participant wishes to have discussed by the group (based on their personal management experience, success/failure story). There will be a maximum of 24 participants. The Management Study group will last 4 days and it is residential. The working language is English.

4 R&D MANAGEMENT STUDY GROUP 5 8 JUNE, 2012 List of topics to be selected by participants according to their priority and particular interest Choose one topic from each section and report them on registration form 1. The organisation of R&D work inside and outside the company and its role in the enterprise < Linking Business Strategy and Technology Strategy; Strategy Planning for R&D < Project and/or portfolio management; R&D project evaluation and selection < Models for the organization of R&D (e.g. the role of corporate versus business-unit driven R&D, sequential versus concurrent development, cross-functional teams, corporate venturing, etc.) < Value estimation of R&D/Creating value from R&D/Measuring effectiveness in R&D < Impact of frequent organisational changes on R&D performance < Working in an Open Innovation environment (interaction with universities, public research institutes, startups, etc.), Creating and managing innovation networks < Managing Global R&D; Practices in USA, Japan, BRICs countries, etc. < Risk Management < Managing Intellectual Property in a Business and in partnerships ( Open Innovation context) < R&D Outsourcing < Licensing of Technology In and Out < The Role of R&D in Innovation Incremental/Disruptive/Breakthrough/Crowdsourcing/Frugal Innovation < Communication of Science/Technology, Talking with the Board. 2. Managing Human Resources < Performance appraisal, rewards and recognition < Building & Maintaining high performance teams < Career Development/Management, dual ladder, competition for qualified R&D personnel < Organisational structure and self managing teams; Managing cross-functional teams in a multi-cultural context < Leadership requirement in R&D < Training and coaching of staff, motivating people, retraining older researchers < Understanding business necessities/imperatives: R&D people and engineers as business people < Social Networking/Social Media and its effects on ways of working/for setting up active networks < Change Management 3. Achieving an innovative and entrepreneurial R&D climate < How to integrate business and market understanding in R&D teams < Understanding the customer/consumer/supplier < Promoting teambuilding < Driving a culture of innovation and curiosity across the organisation < The role of communication: Making the Business Case < Coping when the unexpected happens during development < Idea generation and management < Knowledge Management in R&D < Technology and Mergers and Acquisition < Creation labs 4. Burning Issues If the participant has a particular burning issue from their workplace which is not necessarily covered above, we would encourage him/her to add this to the registration form.

5 TUESDAY, 5 JUNE 2012 Registration and Introduction 13:30 Lunch and welcome 14:00 Teambuilding activity 16:00 Introduction to the Management Study Group and presentation of Faculty The Organisation of R&D By Prof. Ton Broekhuis, University of Groningen, formerly Shell 17:30 Explanation to the business case game for next day Organisation of Team Assignments 18:00 Presentations of contributions prepared by participants 19:00 Apéritif and Dinner Discussion on R&D and the Enterprise: does R&D add value to the company? WEDNESDAY, 6 JUNE 2012 The Organisation of R&D Work and its Role in the Enterprise 08:30 Chairman: Prof. Ton Broekhuis Introduction of the day s programme 09:00 Presentations of contributions prepared by participants Case reports and discussion 10:30 Coffee break 11:00 The Manager s Maze Debate 1 Conducted by Dr. Phil Gamlen Senior Fellow in Executive Education at Manchester Business School Formerly Director Group Technology, ICI 12:15 Managing R&D Globally in the 21st Century 13:15 Lunch Dr.-Ing Carlos Härtel, Director, GE Global Research, Europe 14:45 Business case game With assistance from mentors 19:00 Apéritif and Dinner

6 THURSDAY, 7 JUNE 2012 Managing Human Resources 8:30 Chairman: Dr Phil Gamlen Introduction of the day s programme 9:00 Creating Value from R&D Coffee break 10:30 The Manager s Maze Debate 2 Conducted by Dr. Phil Gamlen 12:00 The Key HR Challenges faced by Technical Managers With a special focus on the balance of technical excellence with managerial effectiveness Mr. Colin Mumme-Young, HR Director RD&I, Akzo Nobel 13:00 Lunch 14:00 Presentations of contributions prepared by participants Case reports and discussion Coffee break Team assignments: discussions in parallel groups on allocated topics 18:00 Creativity Session Mrs Nel Mostert Certified Professional Facilitator, Mostert Consultancy for Creativity and Innovation Management Apéritif and Dinner FRIDAY, 8 JUNE 2012 Achieving an Innovative and Entrepreneurial R&D Climate 8:30 Chairman: Dr Phil Gamlen Introduction of the day s programme 9:00 Idea Generation and Idea Management Mrs Nel Mostert Certified Professional Facilitator, Mostert Consultancy for Creativity and Innovation Management 10:30 Coffee break 11:00 Change Management < The basics of change management < Why this usually fails Lunch < Preparing organisations for change in order to avoid pitfalls Dr. Michael J.R. Butler, Senior Lecturer in Management, Work & Organisational Psychology Group, Aston Business School Reports from Team Assignments Take-home messages session Review of Management Study Group End of Management Study Group

7 PRACTICAL INFORMATION Venue Châteauform Neuville-Bosc France Tel : Fax: Schedule The week starts on Tuesday, 5 June 2012 at 13:30 with a lunch and a team building activity. The general introduction to the Study Group starts at 16:00. The seminar ends on Friday 8 June 2012 at 16:00. Participants are expected not to leave the course before 16:00 on Friday 8. If they cannot meet this requirement, they should discuss this in advance with the Study Group leaders. Transport at Roissy-Charles De Gaulle Airport and Gare du Nord will be arranged to enable participants to take flights from 17:30 onwards. Pre-Registration Please return the enclosed pre-registration form as soon as possible but not later than 15 May Payment The participation fee of 2400 includes all activities, accommodation for three nights and all meals. An invoice will be sent to participants on confirmation of their registration. Transportation Airport : Charles-de-Gaulle airport. Train Station : Paris-Gare du Nord As far as possible, we will coordinate taxis from Charles-de-Gaulle Airport and Gare du Nord to and from Châteauform Neuville-Bosc. We recommend that all participants arrive at noon at the airport/train station on Tuesday 5 June 2012 and leave the airport/train station at 17:30 on Friday 8 June Cancellation Please give as much notice as possible if you are obliged to cancel. We will refund the registration fee for cancellations received 1 week before the meeting. Unfortunately we have no control over the hotel s cancellation policy and you may be required to make full payment for cancelled rooms that remain unused. Names may be substituted at any time without charge.

8 REGISTRATION TO EIRMA MANAGEMENT STUDY GROUP 5 to 8 June Châteauform Neuville-Bosc, France 8 Online registration on EIRMA Website: before 15 May 2012: Participant Name:. Position: Company: Address: Zip Code: City: Country: Tel: Cell Phone: Define your Priorities Please choose one topic that you are facing from each section (see list on pages 4/5) and rank topics according to your preference (and not according to section number) 1: 2: 3: Prepare your Contribution Type of Contribution Subject r Presenting a case study and lessons learned from it Essential for optimal learning: each participant is expected to contribute from their personal management experience r Presenting a burning issue' and discussing issues and possible solutions with the group r Presenting a success/failure story and the lessons learned Please indicate the subject of your contribution and give a short overview of the content: Describe your Career Please indicate your main career facts (main positions, time in current function, number of people supervised) Please return before 15 May 2012 to altanguy eirma.asso.fr Anne-Laure Tanguy-Boch, Programme Coordinator EIRMA - 46 rue Lauriston - F Paris Tel Fax Cell : or register online: before 15 May 2012: