Merging Corporate Goals with Engineering
and Science

Those were the good old days. There was enough demand out there for every player. On occasion, a product did not make it in the marketplace, but something else in the product portfolio made up for the loss.

Then the competition of the 1980s arrived. Market share, never guaranteed, was now harder to come by. There was plenty of blame to go around when tried-and-true measures failed to make a profit, but it was easy to blame the engineer for not delivering what the customer wanted.

In today’s age of intense, technology-driven competition, a different school of thought has emerged on the role of engineers and scientists. With the world increasingly dominated by external market forces, these employees are now forced to be involved in the business of their organizations.

When a company participates in a bid, the product has to meet the customer’s expectation not only in specifications but also in value. So technical personnel must become active participants in the decision-making process and no longer work in isolation. Engineers and scientists have to be competent in accounting and finance to decide how to maximize the value chain and understand product and customer profitability. Therefore, with accountants, marketing staff, and product engineers working together, collaborative teamwork is a must, and cross-pollination of knowledge is critical.

A Three-Part Education

The groundwork for this integration was laid in the chaos of the 1980s, and scientists and engineers will continue to play a much greater role in business decisions within their organizations.

1. Accounting, Finance, and Marketing—

Many engineers and scientists, after a few years of working in research and development or production, will require some skills typically not found in traditional science or engineering curricula. A strong background in accounting, finance, and marketing will become an additional requirement to assume this expanded role.

2. Human Resources and Management Skills—

In addition to technical and business skills, engineers and scientists need to be positioned to manage the human capital of their organization. For this, management and leadership training is essential. This will enhance the development of the engineer and scientist who already has a strong education. A comprehensive leadership training portfolio would include team building, the understanding of group dynamics, negotiation, conflict management, motivation, the constructive use of feedback, and performance evaluation. Effective communication coupled with self awareness will allow the individual to be a productive team member and also learn the skills necessary to become the leader of a winning team. And effective team leadership can only open doors for engineers and scientists as their careers progress.

3. Global Thinking—

A third skill required in today’s business world is the ability to function in an increasingly global environment. A business that is a domestic player today might very well find itself in the international arena tomorrow. Many engineers and scientists now work with global partners on joint projects and, in these circumstances, understanding the environment of the partner is very important. A scientist working on new product development in the pharmaceutical industry, for instance, must be aware of the opportunities for the research environment or the product abroad. In addition, knowledge about the legal, economic, and social environment of these markets is critical.

The Opportunities Are There

As shown in recent census information, the new culturally diverse work force is here to stay in America—serving as a microcosm of the global diversity with which all businesspeople must engage. This represents a distinct set of challenges for team leaders and team players.

When collaborating internationally, cultural elements frequently are underestimated and overlooked. While many similarities in engineering expertise may exist between two cultures, many differences need to be addressed for the cross-cultural team to be successful. Daimler-Chrysler, for example, placed a significant number of resources into bringing German and American engineers together to build the global engineer. The differences in the two cultures are, however, substantial. The German philosophy is that the engineers know best and the customer will eventually realize it. In contrast, the American approach is very much customer-driven.

When confronting these circumstances, scientists and engineers recognize the need for formal training in business decision making, leadership skill building, and cultural diversity. A formal degree such as an MBA or an EMBA (Executive MBA) can offer engineers and scientists the opportunity to work alongside colleagues in similar and diverse industries. These programs afford the opportunity to explore relevant topics encountered on the job, focusing on business principles such as developing effective leadership skills, evaluating emerging technologies, and assessing e-commerce issues, global issues, and ethical concerns.

Frequently professionals are treated to a team-based approach to learning and peer mentoring while they are in these programs. Courses and special topics can be technology-driven, tailored to the needs of the students, and can evolve as new information technologies and trends emerge. These programs also contain seminars or elective courses during which participants can focus on the social, political, and economic forces at work in different cultures. Sometimes participants are required to travel abroad and experience the issues firsthand.

A Win-Win Proposition

So the time is ripe for engineers and scientists to merge their talents with those of their colleagues in accounting, marketing, and even the boardroom. Through a formal study in an MBA or EMBA program, technical personnel can gain a life-long competitive advantage in an ever-changing and challenging business environment. In the long-run, it can only benefit the employee and the entire enterprise. //

Copyright © ASTM, 2001