Career choices for graduate engineers

1. Mastering your technology career, which
graduate degree is right for you?
April15th 2014
Andrew Maxwell Ph.D.
Asst. Professor,
College of Engineering
Fox School of Business
Temple University

2. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Agenda
2
1. Why watch this webinar?
2. What motivated me?
3. Why consider graduate education?
4. What are the alternatives?
5. MBA vs Masters in Engineering Management?
6. What you will learn?
7. Review

3. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Career choices for engineers & technologists
3
1. Learning about the physical sciences only get you so far
2. Moving to next level requires understanding social sciences
3. Social sciences teach you:
a) How people make decisions…
b) How individuals form relationships….
c) How to create and design great new products….
d) How to manage projects…
4. Understanding of social sciences advancing fast…..
5. How can you get ahead….
And what are your career choices?

4. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Learning choices (in order of cost)
4
1. Learning by doing / mentoring
2. Reading books, using web sites and watching videos
3. Taking a not-for-credit course
4. Taking a for-credit course/certificate (professional)
5. Taking a for-credit course/certificate (University)
6. Taking a technical MSc (for example in electrical engineering)
7. Taking a Masters (for example engineering management)
8. Taking an MBA
Today we will focus on the last five, and specifically differences
between an MBA and Masters in Engineering Management

5. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Survey 1 – Educational Qualifications
5
Which of following best describes your educational experience?
1. No engineering or technology education
2. Current under/graduate student in engineering/technology
3. Working with undergraduate degree in science, engineering or
technology
4. Taking an MBA or MBA graduate
5. Taking an Engineering Management degree
6. Other

6. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Andrew Maxwell P.Eng. Background
BSc (Eng) Electrical Engineering, Imperial College
MBA, London Business School
GEC plc (14yrs) shop floor to divisional manager
ABB (3 yrs), then started 5 tech ventures
University of Toronto (3yrs) tech transfer office, tech incubator
(30 start ups), tech commercialization course
Ph.D. (Management of Tech.) University of Waterloo (Ontario)
Asst. Professor at Temple University, Engineering & Business
Frustrated with traditional MBA, lack of career
options, developed new degree and professional education
courses 6

7. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Traditional career options were limited
7
1. Traditional MSc in Engineering was for those interested in
pure technical career, or continuing on to Ph.D.
2. Traditional MBA was for those interested in management
careers in large corporations, or in becoming consultants
However, as an engineer I believe:
• New technologies can address societal issues, increase
profitability in companies, and solve challenges
• Managing companies that develop/deploy new technologies
combines management and technical perspectives
• Understanding why people use or buy a new technology is
critical to turn a great idea into a useful innovation

8. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Found engineers and technologists want to:
8
1. Learn how to run research and development projects
2. Get development projects funded
3. Identify what factors contribute to new product success
4. Learn how to market a new technology
5. Understand difference between invention and innovation
6. Learn how to work in collaborative teams
7. Know how to create a technology development roadmap
8. Understand how to manage, or review, a technology project
9. Identify ways to improve process quality
10.Appreciate how to increase impact on an organization

9. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Survey 2 – Current Role
9
Which of following best describes your current role?
1. Full or part time under/graduate student
2. Under/graduate degree – unemployed or retired
3. Under/graduate degree – working for self
4. Under/graduate degree – working for large company
5. Under/graduate degree – working as engineering consultant
6. Other

10. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Difference between qualifications and education
Qualifications used as proxy for your ability to do a job….
..as a graduate engineer - imply competence in technical areas
..with a technical MSc – even more technical competence
..as an MBA – understand finance, strategy, hr, law, marketing…
MBA great in management consulting, Wall St. or boardroom
MEM better to work as a project / R&D manager, in design or
manufacturing functions or as technology entrepreneur
A good MEM (Masters in Engineering Management) helps you
make business decisions, manage teams, or get promoted…
by teaching the social sciences – how people make decisions
and behave (psychology, economics, and sociology)
10

11. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Masters in Eng. Management graduates jobs:
Application Engineer
Automation Engineer
Business Analyst
Client Services Analyst
Clinical Specialist
Director of Business
Strategy
Director of Hardware
Engineering
Economics Consultant
Entrepreneur
Financial Analyst
Firmware Engineer
Forensic Analyst
11
Global Markets Analyst
IT Manager
Job Cost Engineer
Manager of Corporate
Strategic Planning
Manufacturing
Development
Program
Marketing Manager
Material Logistics
Professional
New Product Analyst
Operations Leadership
Program Associate
Patent Examiner
Plant Manager
Portfolio Analyst
Product Manager
Project Manager
Risk Manager
Senior Consultant
Strategy Consulting
Stress Analyst Engineer
Systems Architect
Systems Engineer
Systems Manager
Technical Consultant
Technology Licensing
Specialist

12. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
What will you learn?
12
1. Business model and revenue model innovation
2. Creativity, innovation and problem solving
3. Disruption and technology innovation
4. New product development process
5. Innovation adoption and diffusion
6. Project management
7. Change management
8. Team building and collaboration company
9. Six sigma and quality management
10.Design thinking

13. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
What did Eiffel do – to make his technical marvel come to life?
Eiffel agreed to finance balance of project, on condition that for
twenty years he earned the entrance fees for riders
Importance of understanding how alternate business models
Business model case study: Eiffel Tower, 1889
• Gustaave Eiffel designed tower for 1889
world’s fair competition
• For 41 years highest structure in world
• 7,300 tones of wrought iron in unique
design, with elevators to get up 3 stages
A technology marvel that won the
competition, however project cost of 6.5
million francs was 75% more than the budget
(1.5 million francs)

14. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Creativity, innovation and problem solving
14
Insert Goldenberg video

15. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Disruption and technology innovation:
15
A disruptive innovation creates a new market and value
network that changes the nature of competition usually
displacing an earlier technology/ incumbent competitor.
Examples of disruptive innovation include: steel mini-mills, cell
phones, and MP3 players. Competitors fail to see the
threat, which makes it difficult for them to react to disruptive
threat.
A sustaining innovation evolves existing markets and value
networks and allows incumbent firms a competitive
advantage that builds on their existing success
Examples of sustaining innovation include: next generation
semi-conductors, automobile engines and food companies.
Sustaining innovations take advantage of existing
resources, reputation and customer relationships.

16. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
New product development process
16
Insert Cooper video

17. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Innovation adoption/diffusion case study, Xerox, 1959
• Chet Carlson invented plain paper
Xerography in1938
• No need for special paper, did not
damage original
• Low cost per copy, no need for operator
• Launched 914 in 1959 with a unit cost of
$25,000 with very limited success
What did Carlson do – to make his technical marvel come to life?
Xerox offered to rent the unit at $25 per month, with a four cent
cost per copy (minimum copy cost of $49 per month). Unit
became ‘single most successful product of all time” driving
annual revenue to $500 million by 1965.
Importance of understanding technology adoption decisions

18. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Project management:
18
Gershon video on project management

19. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Change management:
19
• Primary challenges in understanding change management:
Defensive: how to deal with disruption to your business, and
Offensive: how to take advantage of new products & ideas
• In late 1700’s steam power allowed creation of
spinning, weaving technology that replaced skilled work with
machines
• Fear of losing livelihood - civil unrest (Luddites)
• Only ended using legal consequences
• In 2000, Proctor & Gamble, had financial troubles
• President decided to source innovative ideas externally in an
initiative called Connect and Develop
• Challenges in including external ideas (not invented here)
meant project not successful at first
• Widespread adoption required cultural change

20. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Team building and collaboration:
20
Insert Maxwell video

21. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Quality management:
21
Insert Dr Mark Gershon on quality management

22. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Design thinking:
22
Insert Youngjin Yoo video

23. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Survey 3 – What did you find interesting today
23
Indicate all that apply:
1. Availability of useful free courses
2. Differences between professional development and academic
courses
3. Differences between Masters in Engineering Management and
MBA
4. Importance of the social sciences, as well as the physical
sciences
5. How education can help you with your job or career
6. None of the above

24. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
And now a word from our sponsors…
MBA’s are great for career development – make sure you pick the
one that is right for you based on:
 Course quality, structure and convenience
 Timing, content, reputation and fees
http://www.fox.temple.edu/cms_academics/graduate-programs/
Engineers might want to consider more directly relevant courses:
 Professional development courses (PMI, PDMA, ASQ)
 Academic courses/certificates in engineering management
 Masters degrees in Engineering Management:
 Course and instructor quality, and professional certification
 Structure, convenience, timing, ability to build on basics
 Interest, reputation, and fees
http://engineering.temple.edu/department/ms-engineering-management
24

25. © Andrew Maxwell, 2014 andrew.maxwell@temple.edu IEEE April15
Survey 4 – Interest
25
Based on what you have heard today and your interests, what
educational path might be of interest?
1. Nothing, I am really not interested or the free stuff is fine
2. Professional development courses (i.e. NPDP)
3. Courses or certificates at a University
4. Masters in Engineering Management
5. MBA
6. Other