Leading the Transformation of Engineering Education Infosys Leadership Institute

1. Leading the Transformation of Engineering EducationInfosys Leadership Institute

2. Today, more than ever before in human history, the wealth—or poverty—of nations depends on the quality of higher education. Those with a larger repertoire of skills and a greater capacity for learning can look forward to lifetimes of unprecedented economic fulfillment. But in the coming decades the poorly educated face little better than the dreary prospects of lives of quiet desperation. Malcolm Gillis, President of Rice University, February 12, 1999

3. Transformational Leadership Corporate World's Expectation from Indian Educational Institutions By: Mr. Narayana Murthy, Chief Mentor, Infosys Chief Mentor, Infosys

4. The Power of Vision The best way to predict the future is to invent it Having a positive vision of the future is the most powerful engine for dramatic improvement that companies, schools, communities, nations and individuals possess.

5. Habitat For Humanity, 2002 World RecordIf money, labor & time to plan were unlimited how fast is it possible to build a house? Hours:Minutes:Seconds

6. Goals • Inspire you to lead at least two innovationsthat will result in dramatic improvements in the proficiency of new engineers • Plan to influence others to adoptyour innovations – in spite of likely resistance

7. Tea Break Tea Break

8. Education in Singapore Singapore's vision for meeting the challenge for the future is encapsulated in four words: THINKING SCHOOLS, LEARNING NATION. It is a vision for a total learning environment, including students, teachers, parents, workers, companies, community organisations, and government Mr GohChok Tong Prime Minister of Singapore (1997)

9. Gaps & the WHY NOT culture 2015 You can’t cross a chasm in small steps

10. Your State Vision for Engineering Education Form group of participants from your state and create a vision of your state for Higher Education in the next 15 years in terms of: • Curriculum • Research • Faculty Development • Infrastructure • Resource Generation • Funding • Grants • Corporate Social Responsibility • Consulting • Global Ranking • Global Collaboration • Industry –Academia Interaction

11. Your State Vision for Engineering Education Instructions: • 10 minutes individual thought; then 10 min group discussion • Discuss and debate tocreate a vision for each of the elements • Write the vision on the chart paper. • One Infosys facilitator will be present in all the groups to facilitate discussion and ensure that the group adheres to time lines.

12. Presenting your Vision Each group will present their Vision for 10 minutes Note: Please restrict your presentation to 10 minutes only.

13. How Do Poor Engineer Skills Provide Competitive Disadvantage?Process Capability as a Strategic Asset Matt Barney, Ph.D.

14. Creating Your Vision • You just created visions • Where are the gaps between today and the future? • What can you do to realize your vision? • Your State or Institutional strategy • Employer strategy

15. Resource-based View of the Firm “The basis for competitive advantage comes from the application of a bundle of assets controlled by the firm” (Wernerfelt, 1984) • Firm or Country-based

16. Strategy Marketing Finance Law History Economics Political Science Industrial Sociology Organisational Behavior Systems Engineering Macro Economic Profit Middle Industrial Engineering Operations Research Organisational Psychology Engineering Management Computer Science Human Factors Industrial Psychology Engineering Micro Loyal Customers Organizational Sciences To Realize Goals Economics: “Production Function” Strategy: “Value Chain” Industrial Engineering: “Process”

17. Structure An Interdisciplinary View of iSOP Infosys Customer Business Results Core Process Physical & Technology Assets Engineer Cust/Market Workforce Measure/KM Change / Process Improvement Strategic Planning Governance Leadership & Culture

18. Engineers Are Valuable in Combination • Distinct “packages” or bundles of resources that produce value for customers. • Definition: Socially complex, interconnected, packages of tangible basic resources (e.g., specific machinery) and intangible basic resources (e.g., the skills and knowledge of specific employees and specific organizational policies and procedures) that fit coherently together in a synergistic manner and enable firms to produce valued market offerings efficiently and/or effectively.

19. Process Capability & Marketplace Marketplace Core Processes VS • Workflows create the services, products, output and outcomes for customers. • Performance is a function of all resources performing effectively together vs Customer / Market requirements • University’s ability to create highly proficient engineers requires a variety of assets working together in combination • Engineer’s performance in a firm is one multi-way interaction with other assets required to create value

20. Two Views of Core Competence • Top Down • For success, we must have processes that produce outcomes valued by our customers – beyond the competition • Bottoms Up • We currently have unique, hard to replicate processes that create a barrier to competition, and if exploited would produce differential value

21. A Core Process Leads to Competitive Advantage When It Has Assets That Are: Useful Differentially perform when mixed with other assets – beyond the performance of competitor processes Rare Controlled by few, if any, current and potential competitors Costly to Imitate Others either cannot mimic them or must obtain them with significant difficulty Nonsubstitutable Impossible to substitute (e.g. There’s only one Steve Jobs)

22. Nurses, OTs, PTs, Radiologists are a critical component of healthcare Given the scarcity of Nurse, OT/PTs & an aging workforce, can Samuel Merritt produce sufficient clinical talent at a lower price than alternatives for hospitals? With better Quality & Service? What would it cost for a competitor to build their own accredited degree program, and how long would it take them to recover if we shifted nearly all nursing students from Samuel Merritt away from them? What opportunity costs would Kaiser incur to create their own program? What switching costs / alternatives do our competitors have, and how attractive are they (Travelers Nurses, other colleges/universities; relocating clinical talent from outside CA) Example: Samuel Merritt College Useful Rare Costly to Imitate Nonsubstitutable

23. The Cue See Model Four Meanings • Viewing the symptoms of value creation • Queues or Bottlenecks in Processes • QC: Quality Control • Four Factors • Quality • Cost • Quantity • Cycle Time

24. Cue See Model Assumptions 1) An organization is a system with goals • Goals are measurable • Ultimate goals set the specifications for lower-level organizational performance targets • All measures are uncertain and imperfect • Organizational system states exist in time 2) Work in organizational systems gets done in sequences, called processes • Performance levels of upstream process steps constrain downstream processes • Processes require resources in order to perform at required levels. • Resources required to perform work tasks in processes include all types of assets • Organizations require an optimal mix of assets to prevent bottlenecks • Process performance is specified sufficiently by: Quality, Cost, Quantity & Cycle Time 3) Managing system constraints is the best way to create value • Always design process and structure in a way that is cognizant of the bottleneck • Reducing costs in an organization always creates value only if organization-level performance increases • Improving performance of an unconstrained work process destroys value • Investments that aren’t contributing to goals destroy value • Attributes of assets enable them to perform work tasks effectively together • Constraints are often environmental and highly uncertain

25. What Actions Have The Best Payoff? • Given your vision, where would your engineering educational innovations payoff the most? • Limited resources • Limited time • Bottleneck management is key • Probabilistically, weak link breaks the value chain

26. Engineering Skills & Cue See Model Bottoms Up & Top Down All processes can be evaluated by four categories of measures, using “Cue See” (QC) model: Quality– does the action drive world-class engineering proficiency? Cost– is the cost to student; cost to institution; costs to society; costs to employers effective? Quantity– Is the volume of highly proficient student sufficient? Cycle Time – Is the timeframe sufficiently fast to drive the target quantity, cost and quality?

27. Example Educational Targets • To what degree does Samuel Merritt College out-execute competitors: Quality – perceived or actual hire rates / differential wages secured for grads Cost – to hospital and to student? Quantity – capacity to scale to employer demand? Cycle Time– Over what time period can they produce that capacity, at those cost levels , with that level of proficiency? Marketplace VS

28. Are You Creating Sufficient Expertise, Fast Enough? • Where are there gaps? • Consider Interdisciplinary Model • Ask Cue See’s Four Questions • Five “why’s” • What can you do about it? • Influencing • Personal action plans

29. Diagnosing Bottlenecks to Your Vision Instructions: • Consider the Resource Based View and Cue See Models • 10 minutes individual thought; then 10 min group discussion • Discuss and debate: what one or two bottlenecks are the biggest root cause to the gaps? • Come to consensus on one / two • Write the one or two bottlenecks on the chart paper. • One Infosys facilitator will be present in all the groups to facilitate discussion and ensure that the group adheres to time lines.

30. Presenting your Bottleneck Each group will present their Bottleneck for 10 minutes Note: Please restrict your presentation to 10 minutes only.

31. Lunch Break Times:12.35 am to 1.10 am Duration: 35 minutes

32. We Must Build The Next Generation of Leaders A business short of capital can borrow money and one with poor location can move. But a business short on leadership has little chance of survival. Warren Bennis *Warren Bennis is a pioneer in the contemporary field of leadership studies and is the author of ‘Learning to Lead’.

33. Paradigm Shift • Paradigms are common • Paradigms are useful • Don’t let your paradigm become the paradigm • Outsiders create new paradigms • Shifting paradigms takes courage • You can choose to change your paradigm

34. People who Challenged and Changed Paradigms Baba Amte – Environment Mother Teresa – Serving Human Kind Nelson Mendala – Freedom in South Africa

35. Inspirations from Educational Pioneers Maria Montessori, MD • At 13 studied engineering in an all-boys school • Overcame formidable opposition to become Italy’s first female physician • Pioneered “The Montessori Method” that pulled “defective” children up to above-average performance levels

36. Montessori’s Guidance for You “Scientific observation has established that education is not what the teacher gives; education is a natural process spontaneously carried out by the human individual, and is acquired not by listening to words but by experiences upon the environment. The task of the teacher becomes that of preparing a series of motives of cultural activity, spread over a specially prepared environment, and then refraining from obtrusive interference. Human teachers can only help the great work that is being done, as servants help the master. Doing so, they will be witnesses to the unfolding of the human soul and to the rising of a New Man who will not be a victim of events, but will have the clarity of vision to direct and shape the future of human society”.`

37. Engineering Faculty Pioneers Princeton’s Steve Slaby Feynman-like Breadth Descriptive geometry, engineering graphics and the impact of technology on society Pioneered African-American studies contributed to reconstruction efforts in Vietnam and solar energy projects throughout the Caribbean Activist for South African Justice (divestment) 1922-2008

38. Slaby’s Unique, Interdisciplinary Teaching In his teaching, Slaby extended the boundaries of the engineering disciplines. He encouraged his students to use their knowledge of engineering to tackle societal problems in a series of interdisciplinary seminars on technology and society. To provide students with a diverse educational experience, he regularly invited professors from across the campus, including Taylor and West, to speak to his classes. "Steve Slaby was just what a Princeton professor should be -- an inquiring and active person who challenged his students to think critically about their world and to make it into a better place," said U.S. District Judge Jerome Simandle, a 1971 alumnus who participated in Slaby's technology and society seminar. From his Princeton obituary

39. Andrey Potter, Purdue Andrey A. Potter • At 15 left Russia to England, Canada and settled in US • Admitted to MIT, BS • GE Steam Turbines • Mechanical Engineering Professor • 1st Ag Engineering Curriculum in Kansas State • Dean, Purdue – pioneered major funding for Engineering Education • 4 New Schools, 3 New Buildings • Turned down Presidency • President, ASME, ASEE • Led Research foundation after his retirement 1897-1979

40. Tea Break Tea Break Times:3.20 pm to 3.35 pm Duration: 15 minutes

41. Challenges Faced by Infosys Challenges Faced in Building Infosys as a World Class Organization from inception and how Infosys overcame them. By: Mr. Dinesh (Director Quality and Productivity, Infosys) Time: 4.15 pm to 4.45 pm Duration: 30 minutes

42. Tea Break Tea Break Times:4.45 pm to 5.00 pm Duration: 15 minutes

43. Influencing Action • Dr. Robert Cialdini’s Synthesis of 60+ Years of Influence Science • Reciprocity • Consensus • Authority • Consistency • Scarcity • Liking Cialdini, R. (2008). Influence: Science & Practice, 5th Edition. (ISBN 0-321-18895-0) Goldstein, N., Martin, S., & Cialdini, R. (2008). Yes! 50 Scientifically Proven Ways to be Persuasive. (ISBN-13: 978-1416570967 )

44. Growing Your Own Resiliency Resiliency • The ability to spring back from and successfully adapt to adversity • Factors in your favor • Intelligence • Social Support: Each Other

45. How Will You Support Each Other? • Write in IUEE Blog? • Share successes in future conferences? • Share phone numbers? • Email Listserv? • What else?

46. Action Planning • 10 Min Individually, then as a group: • What two or more innovationsthat will result in the most dramatic improvements in the proficiency of engineering students? • What actions will you take personally to Influence others to adoptyour innovations – in spite of likely resistance • What colleagues from this session can be a resource? • What tools from the IUCEE website can you use to help (e.g. Blog)? • How will you remove roadblocks? • How will you keep yourself motivated to persevere in the face of adversity?

47. Report Out: Taking Action Each Group will take 10 minutes to describe • Commitments • Vision • Two or more Actions • How actions address the bottleneck • Influence strategies and resources

48. The Road Ahead Discussion on creating the system to sustain the initiative and feedback for improvement. Plan for the next summit

49. The Road Ahead Groups present action plans to Mr. Narayana Murthy. Please note: Each group will present for 10 minutes

50. Goal Review • Inspire you to commit to leading at least two innovationsthat will result in dramatic improvements in the proficiency of engineering students • Plan to influence others to adoptyour innovations – in spite of likely resistance