Modernisierungskonzept für den Iran MODERNISIERUNGSKONZEPT FÜR DEN IRAN Prof. Dr. Friedhelm Gehrmann Steinbeis University Berlin Institute of Global Consulting and Government Mashad (Iran), October 3rd, 2005 1
Steinbeis Organisation: Overview S t e i n b e i s F o u n d a t i o n (4.500 Employees / 750 Professors / 641 Transfer Centers / 49 Countries) Steinbeis Technology and Knowledge Transfer University Transfer Centers : 641 Centers University: 31 Institutes MENA* Team (Middle East and North Africa) Institute of Global Consulting and Government Iran Libya Morocco Oman Egypt Tunesia Lebanon... 2
MODERNISIERUNGSKONZEPT FÜR DEN IRAN 1 Welches Land kann Vorbild für den Iran sein? 2 Selbst-initiiertes Modernisierungskonzept für den Iran (SIDMO) 3 Die 8 Motore des Modernisierungsprozesses im Iran 4 Qualifizierung Technologiezentren Competence Center - Entrepreneurship 5 Öffnung von neuen Märkten in der Europäischen Union und in Osteuropa 6 Internationale Wettbewerbsfähigkeit des Iran 3
Selected Knowledge Centers in the World Harvard / MIT St. Petersburg Munich Tarnow Stuttgart Leuna Marseille Wolgograd Shanghai Silicon Valley Tokyo Lahore Seoul Houston Zuwara Singapore United Arab. Emirates Malysia Most important countries for MENA: Japan, Singapore, South-Korea, Malaysia, Philippines, India, Thayland, South- Vietnam, China 4
SIDMO - Concept Self-initiated Domestic Modernisation Iran s Efforts to International Competitiveness Necessary Initiatives in Iran Long-term Consequences for Iran s s Global Competitiveness 4. Networking 5. Joint Ventures 6. Out-Sourcing 7. Innovation 8. Diversified Economy 9. ebusiness / egovernment 3. SME Set-Up 10. Standardisation / Certification 11. Quality Management 12. Lighthouse Projects 13. Qualification (HR) 1. Privatisation 2. Entrepreneurship Funnel 14. Increased Qualified Workforce The Engine of Iran s Modernisation Acade my for Manag ement & Leader ship Co ns ulti ng PhD MBA BBA Univers ity Skillcentre At- Instit utes Institute for Vocatio nal Trainin g Funnel 15. More Domestic Working Places 22. Increased Prestige / Reputation 21. Increased Wealth 18. Increased GNP 17. Increased Exports 16. Increased Domestic Production 20. Regional Spread Effects 19. Sectoral Spread Effects Short-term term Consequences in Iran Mid-term Consequences in Iran 5
Die acht wichtigsten Motore zur Erlangung der internationalen Wettbewerbsfähigkeit im Iran TECHNOLOGY CENTERS -Set-up of T-Centers as key drivers of privatisation - T-Centers as promoter of innovation and new technologies - T-Center as engine of the modernisation process 6 PRIVATISATION / ENTREPRENEURSHIP - Step-by-step privatisation of selected parts of state-owned companies - New entrepreneurship for small and medium enterprises (= SME) - Diversifation of the economy 5 7 KNOWLEDGE SOCIETY - Less import of machines, but more import of knowledge (Know How, licences) - Application of new and innovative technologies - Mid-term aim : Export of Iranian Knowledge / Know How SIDMO - CONCEPT - Self-initiated - Domestic initiation - Modernisation NEW MANAGEMENT from employed manager to entrepreneurial decision-maker for promoting INTERNATIONAL COMPETITIVENESS 4 8 QUALIFICATION DIGITASATION -ebusiness / ecommerce - eadministration / egovernment - New platform for new services GLOBALISATION - Production - Service providing -Need, to follow the customers - Skilled workers and University Graduates - Elivator-Principle (= Aufzug-Prinzip) - International standardisation and certification 3 1 2 Which preparatory activities have been done by your company / institution / nation... in order to meet with these challenges of the 6 Key Drivers??? 6
The Steinbeis Qualification House PhD MBA The Elivator Principle From Apprentice to PhD 4 BBA University Consulting University PhD, Director Senior Manager Academy for Management & Leadership 3 2 Institute for Vocational Training Academy for Management & Leadership Mid-level manager Manager Skillcenter Institute for Vocational Training Jun. Technician Jun. Economist economist 1 Skillcenter Apprentice Funnel Funnel 7
Control of Remote Experiments Oil drilling site Steinbeis Online Communication & Collaboration Internet Germany, FIZ Chemie, Berlin/Leipzig Germany, Steinbeis University, Berlin Institute of Petrochemistry Norway, Drilling Germany, VEBA Germany, Thyssen / Krupp 8
Industrial Parks and Technology Centers Most important characteristics : 1 Main task: Production of goods and services 2 Level: Application of low and middle technology 3 Purpose: Encouragement of Entrepreneurship Innovation Networking / Joint Ventures Abb.: http://www.vonscheven.net 4 Consequence: More privatisation and more domestic working places 5 Philosophy: More applied research and development communities 6 Organisational principle: Cluster and / or regions 9
Initiatives for a National Network of Competence Centers Role of Competence Centers (CC) Initiator Developer Moderniser Transmitter Accelerator Catalyst 21 CC Post and Telecommunication 23 CC... 22 CC Public Management (State, Regional, Local) 9 CC... 10 CC... 11 CC Petrochemistry 1 CC Management and Leadership 12 CC Electric Industry 2 CC ICT/Media 3 CC ebusiness/ eadministration 13 CC Steel 14 CC Logistics 20 CC Trade and Commerce 19 CC Agriculture 8 CC Technology and Innovation Management 7 CC Privatisation, Entrepreneurship and Outsourcing 6 CC Law 5 CC Bank/ Insurance 4 CC Finance/ Investment 15 CC Construction/ Building 16 CC Machine Industry 19 CC Agriculture 17 CC Maintenance 18 CC Automobil Industry Abb.: http://www.meetconsult.nl 10
BUY - MAKE - COMMERCIALISE : The Role of Competence Centers in the SIDMO - Process Equipment Technical Progress: Revitalisation Equipment Technical Progress: Revitalisation Equipment Human Resource Qualification Human Resource Qualification Human Resource Management Modernisation Management Modernisation Management Process: SIDMO I Process: SIDMO II BUY 2005 MAKE 2008 COMMERCIA- LISE : 2012 11
Funnel : 8 Steps to Entrepreneurship 1. Information Seminar Entrepreneurship & Outsourcing 2. Registration & Pre Evaluation Management 3. Basic & Additional Qualification Program 4. Individual Financial Encouragement Mgt. (Financial Assistance and subsidies) 5. Individual Incubation Management 6. Founding of a Company (supported by the incubator) 7. Financial Assistance (subsidies, credits etc.) 8. Start of Company Activities 3.1 Basic Knowledge Business Idea Market Analysis Product Plan Investment Plan Marketing Plan Business Plan 3.2 Additional Knowledge English Internet Networking Joint Ventures Innovation Management Contract Management 12
DELIVERY - JOINT - VENTURE - INVESTMENT From observation to domestic investment HOMELAND INVESTMENT TEST OBSERVATION HOME (= DOMESTIC) INVESTMENT PHASE JOINT VENTURE PHASE (ABROAD) CONFIDENCE MAKING PHASE 6 to PRODUCE in your homeland; creation of working places in your homeland 5 to INVEST as Joint Venture in your homeland 4 to make JOINT VENTURES in Germany, EU, EE etc. 3 to OBSERVE the markets in Germany, EU, EE etc.. 2 to DELIVER from domestic market to Germany, EU, EE 1 to INFORM in Germany, France, European Union (EU), East Europe (EE) etc. (market transparency) 13
The Road to International Competitiveness Technology Parks as Engines for the Modernisation and Privatisation Process Phase : Buy SIDMO Qualification Privatisation Paradigm-Shift: From employed manager to entrepreneurial decision-maker Phase : Produce International Competitiveness Phase : Commercialise 14
MODERNISIERUNGSKONZEPT FÜR DEN IRAN Thank you very much for your attention!!! 15