TRANSFER The Steinbeis Magazine

Added value by ­bundling competencies

Molecule design for genetic therapy Computer-aided nucleic acid design for therapy to treat type 2 Gaucher’s disease

Schools for the rich, schools for the poor? A Steinbeis study investigates school fees

Measuring and testing: an innovative approach A system for measuring magnetic properties

03 | 2009 2 | Steinbeis

Content

Editorial p. 3 Strategic infrastructure planning – virtualization for SMEs p. 4 Karl Westermann GmbH & Co. KG virtualizes its IT infrastructure with support from Steinbeis Molecule design for genetic therapy p. 5 Computer-aided nucleic acid design for gene and cell therapy to treat type 2 Gaucher’s disease “I’m much more organized now when tackling problems, and I look at the bigger picture” p. 7 An interview with Steinbeis University graduate Anja Glatzle Measuring and testing: an innovative approach p. 8 Steinbeis Transfer Center develops system for measuring magnetic properties A lounge chair made out of native natural materials p. 10 Manufacturing individual items of furniture – cost-efficiently Schools for the rich, schools for the poor? p. 11 A Steinbeis study investigates whether school fees limit school choice in Germany SHB spotlight p. 13 Steinbeis Hacettepe Technology Transfer Center p. 15 Steinbeis Center for Technology Transfer India p. 15 A helping hand p. 16 Care-providing robot to work in patient recovery Innovations and non-violence – different facets of life p. 17 The Steinbeis University Berlin lecture series Talent.Competence.Management – local.global p. 18 The 2009 Stuttgart Competence Day Outcomes: seeing the bigger picture p. 19 Help with the assessment of long-term investments: the Benefit Asset Pricing Model Risk management – without risk management systems p. 20 The new risk management standard: ISO 31000 Dialog between research community and SMEs p. 21 SME associations forge links with European technology platforms A recipe for success in cross-media publishing p. 22 Processing data in modern medical practice p. 23 A powerful data management system goes live in the Central Baden Fertility Center Bad banks are here to stay p. 24 Banks are already using their powers to transfer bad commitments Access permitted! p. 25 Steinbeis University Student investigates open source business model Managing business clusters – innovatively p. 26 MFG Baden-Württemberg fosters “clustering” expertise with Steinbeis Protecting margins during a crisis p. 27 How can a crisis be turned into an opportunity? The cross-sector Wissmark project goes from strength to strength p. 28 Small and medium-sized enterprises reap the benefits of knowledge sharing

News News p. 29 Steinbeis | 3

Editorial

Dear readers,

Doctors aren’t the only ones to have worked No central coordination. Since the onset of out that life is healthier – and longer – when industrialization, standardized, mass-pro- lived in moderation. Exercise, yes. But not duced goods were (and still are) a desirable too much and not too little. Sleep? Not too end – because they’re cheaper to make and much, not too little. Drink? Not too much, thus affordable for most. So big companies not too little. Almost sounds boring. That’s did make sense. But even here, the paradigm what lots of captains of industry and man- is shifting. “Customizing” is no longer a agers probably thought. Their motto was buzz­word used in marketing to hail the vir- “growth to the max” – at any price. And if tues of color variants or optional fittings. the long, hard slog to grow still didn’t work: The way forward is genuine customizing, buy extra sales or buy someone else! Head- adapting highly flexible production configu- lines were full of takeovers and mergers – a rations and processes, to make even the sign of the times, modern management smallest of batches possible – at a reasona- practice. Even if it meant yet more credit. ble price. So now we’re in a much better po- sition to fulfill individual client needs. The Dizzy stuff. And risky. But what a ride! Now customer is once again the spotlight of we can only look back at the mad scramble product development and innovation. But knowledge, not hungry for more; level- to be bigger and better and scratch our beware: this approach should also be used in headed, not big-headed; considerate, not heads. We’ve all seen mergers go up in moderation. Excessive individualization wa- condescending; candid, not complicated; flames, especially those rooted in megalo- ters down the identity of the product – conscientious, not covetous – values that mania. We all know what happened to the which is vital to decision-making. Without should transcend every successful medium- dinosaurs. When companies reach a certain an identity, what is a brand, a benefit, an im- sized enterprise in the long term. size – or, in crisis parlance, “critical magni- age? Where does that leave expectations Does that sound boring to you? Well maybe tude” – failure is no longer an option, and and affinity with peer groups? People will it is. But it’s healthy! statements like “too big to fail'” become a still need similarity and uniformity. It all merciless maxim of rescue planning. Dar- comes back to the same maxim: everything win’s law, survival of the fittest, has mutated in moderation. into its very opposite: survival of the fat- Professor Dipl.-Des. (FH) Detlef Rahe, MFA test. Thinking beyond selling and making a quick buck is nothing to be ashamed of. Customer This isn’t the law of nature. Unrestricted size satisfaction, environmental friendliness, is a rare thing. Small is beautiful – as in the safety, staff motivation, quality, product du- Professor Dipl.-Des. (FH) Detlef Rahe, MFA heads up the i/i/d Steinbeis Transfer Center (the case of countless highly specialized life rability, service excellence and mutual re- institute for integrated design) in Bremen. Read forms, which live at one with their surround- spect are all laudable aims in business. It’s more about how he and his colleagues support innovation processes with early, user-oriented ings while remaining amazingly adept at fine to reshuffle our values – in fact, now is design on page 17. adapting to change. No help from outside. the ideal time to do so. Let’s be hungry for 4 | Steinbeis

Karl Westermann GmbH & Co. KG virtualizes its IT infrastructure with support from Steinbeis Strategic infrastructure planning – virtualization for SMEs

Most SMEs face a similar IT situation to Karl Westermann GmbH & Co. KG in Denkendorf (Germany) – a heterogeneous infrastructure requiring cost-intensive service and support. But Westermann took the initiative, and decided to modernize and virtualize its IT infrastructure with support from the Filderstadt- based Steinbeis Transfer Center object-IT.

this principle into practice – and much less Distribution of Services resource-intensive. Application Network Remote Mail Mail Industry DATEV File Print Industry administration access gateway server software server server software Another benefit of virtualization: improved Virtual business processes and workflows, allowing servers firms to make much better use of resources. For example, most people check their e-mails

Physical first thing in the morning when they start servers their PC. This places a significant burden on e-mail servers. Later in the day, things calm Server consolidation and migration to a virtual infrastructure down – systems typically only run at 15 to “Our existing IT infrastructure wasn’t quite computer: for example, updating one appli- 20 per cent capacity. This applies to other being pushed to its limits, but to expand cation can cause others to become inoper- services, too. With virtualization, firms can a system, you have to know when to start able. What’s more, it’s almost impossible to separate software from hardware resources laying the right foundations,“ reflects Frank predict or test the impact of an update, as – the load is distributed “dynamically” with- Westermann, owner of the 60-strong com- companies rarely run standalone test serv- in the server, or across several servers. This pany which focuses on contract business. ers. Additionally, software and hardware cy- allows companies to use their servers more The aim of the business overhaul at Karl cles are often intrinsically linked, so when- flexibly and rapidly, making better use of ca- Westermann? To improve reliability, fault ever companies replace an old server (ie. the pacity and using less of their IT budget. tolerances, management processes and sup- physical hardware), the software on the new port, but also to reduce operational costs server must be reconfigured. More often Virtualization is likely to have a major impact and optimize system resource utilization. than not, this means calling in the software on the server market. Already an emerging “Not forgetting that virtualization makes it supplier. trend for a couple of years, it is on course possible to reduce overall IT costs by up to to dominate the infrastructure market by 60 per cent“, adds Peter Schupp, managing One solution to this problem is virtualiza- 2012/13 at the latest. director at object-IT, partner in the project. tion. Setting up a separate virtual machine for almost every application allows indi- Westermann’s existing IT infrastructure vidual systems to be split. This also makes spanned a variety of servers of various ages, it possible to run lots of small applications running a range of operating systems and separately on larger machines. Virtualization an wide array of applications – from mail also separates hardware and software cycles servers and DATEV to highly specialized soft- – hardware is consolidated onto a few fail- ware. The problems this lead to were all too safe servers. So even if an error does occur familiar: different applications frequently during operation or after an update, restor- run on different operating systems, and not ing the system or recovering data is straight- Dipl.-Ing. Marco Henry V. Neumueller Dipl.-Ing. (FH) Alexander Brendel all software is necessarily up to date. Soft- forward. The idea is based on the old IT ad- Steinbeis Transfer Center object-IT ware updates can have detrimental effects age: one application, one machine. Thanks Filderstadt [email protected] on other applications running on the same to virtualization, it’s now much easier to put Steinbeis | 5

Computer-aided nucleic acid design for gene and cell therapy to treat type 2 Gaucher’s disease Molecule design for genetic therapy

Nucleic acid molecules which specifically deactivate, correct or encode human gene functions now play a fundamental role at every stage of the value chain for biotechnology products. Key applications for nucleic acids include validating unknown gene functions, genetic vaccination and somatic gene therapy. The Steinbeis Transfer Center for Nucleic Acids Design provides highly specialized services in the field of biotechnology and the development of active pharmaceutical ingredients. The center designs nucleic acid molecules tailored to individual requirements using powerful software developed in-house.

Gaucher’s disease is a hereditary condition, and the commonest of the lysosomal stor- age diseases – a group of disorders which disrupt lipometabolism. Different subtypes of the disease exist: non-neuropathic (type 1) and neuropathic (types 2 and 3). All types lead to changes in internal organs which are characteristic of Gaucher’s disease. Ad- ditionally, the two neuropathic forms cause serious and acute (type 2) or chronic chang- es (type 3) in the central nervous system.

The only treatment currently available is en- zyme replacement therapy with imiglucerase – a chemically modified form of the human GCase enzyme which acts to replace the faulty enzyme. The replacement enzyme is administered intravenously and is absorbed well by the body’s phagocytes. Therapy for one patient costs several hundred thousand euros per year, but its success in combating type 1 Gaucher’s disease is undisputed. The therapy reduces damage to the spleen, liver and bones, and can even bring disease pro- gression to a standstill. However, this ther- apy is ineffective in combating type 2 Gau- cher’s disease, as the replacement enzyme cannot penetrate the blood-brain barrier. As a result, causal treatment of brain damage in patients with type 2 Gaucher’s disease is currently impossible.

To address this issue, the consortium “Inno- vative gene and cell therapy for Gaucher’s Disease Type 2” was set up in Germany in 2009. Also known by the abbreviation In-

Photo: © iStockphoto.com/dem10 6 | Steinbeis

TherGD, the consortium is funded by the so that they can stably produce a soluble and protein which initiate the production German Federal Ministry for Education and form of GCase which is able to penetrate the of GCase in the cytoplasm. Although none Research. To effectively treat type 2 Gau- blood-brain barrier. of these methods actually alter the thera- cher’s disease, it must be made possible to peutically active molecule, they can signifi- introduce a functional form of the GCase For this therapy to work, the GCase gene – cantly boost its intracellular concentration. enzyme into all bodily organs. The consor- after having been painstakingly introduced The potential for optimization by modifying tium is working towards this goal by devel- into the target cells – must be optimally ex- the structure of the mRNA is one which has oping innovative new gene therapy methods ploited to ensure it releases the maximum barely been exploited. As such, the expected to treat the disease. possible amount of the healthy enzyme results when this method is combined with needed for therapy. The Steinbeis Transfer other synergetic methods are highly antici- Instead of directly administering the re- Center for Nucleic Acids Design in Berlin pated. For gene therapy to be successful, the placement enzyme, these methods focus provides expert support in this area. The required level of GCase enzymes must be on introducing the enzyme’s DNA to target center specializes in modeling the molecular reached in the target cells. This strategy for cells – including in the brain – in a variety structure of mRNA using advanced bioin- producing healthy GCase enzymes can also of ways. This “genetic blueprint” means formatics methods, allowing cells to proc- be complemented by inhibiting the defective the body’s own cells can then produce the ess the mRNA far more efficiently into the form of the enzyme in the patient, so that it healthy enzyme on their own, on a long- enzyme required for therapy. These methods cannot disrupt the functioning of the intact term basis. have been proven experimentally, and some enzyme needed for therapy. The Steinbeis are even patented. Transfer Center for Nucleic Acids Design in In the cell nucleus, the DNA “blueprint” is Berlin is currently developing a specific in- first transcribed into an mRNA (messen- These methods exploit a variety of functional hibitor for this purpose. ger ribonucleic acid) molecule, which ex- sections of the mRNA. As well as optimizing ports the code from the cell nucleus into the section of the gene sequence which con- the surrounding cytoplasm. This mRNA tains the code for the enzyme, these meth- then acts as the direct blueprint for protein ods also focus on modulating the regulatory biosynthesis of the healthy GCase enzyme. 5’ and 3’ untranslated regions (5’ and 3’UTR). However, the poor efficiency of cellular in- Using a new algorithm, molecules of func- filtration presents a significant problem. tional RNA can be connected in a way which To overcome this hurdle, the consortium is allows their individual structures – and thus applying optimized viral and non-viral gene their individual gene functions – to be re- Gaucher’s disease transfer methods to help introduce the ge- tained. Based on this form of active fusion, Due to a defect in the ß-glucocerebrosidase netic blueprint for GCase into muscle cells or structural domains can then be attached to (GCase) enzyme in lysosomes – a type of cel- hematopoietic stem cells, thereby ensuring the GCase mRNA to simplify its processing lular organelle – glucocerebrosides (a group ongoing production and secretion of GCase and its export from the cell nucleus into the of carbohydrate-attached lipids) are not metabolized in the body. Instead, they accu- within the body. Two different strategies are cytoplasm. They also protect the processed mulate in macrophages – the body’s scavenger also being applied to help reach a thera- mRNA from attack by decomposition en- cells – particularly in the spleen, liver and bone peutic level of GCase in the central nervous zymes. As an example, one particularly ef- marrow. Here, they can disrupt organ functions, leading to symptoms which range from mild to system. The first strategy exploits the retro- fective structure is the post-transcriptional life-threatening. grade transport mechanism of adeno-asso- regulatory element of the woodchuck Hepa- The first symptoms of type 2 Gaucher’s disease ciated viruses by using them as gene vectors. titis B virus. (the acute form) include enlarged organs, and Carrying the healthy GCase code, the viruses are seen at 3-4 months of age. Further symp- are injected into different muscles, where This RNA processing is also aided by an in- toms primarily affect the central nervous system and normally lead to the death of the child by they are transported into peripheral nerve tron, which can be removing via splicing. the age of 5. cells in the central nervous system. Here, This intron is a section of DNA which does the healthly GCase enzyme is separated and not act as a blueprint for the enzyme, but can enter the lysosomes of other cells. In the rather modifies the structure of the artificial Dr. rer. nat. Volker Patzel, MBA second strategy, hematopoietic stem cells gene so that it behaves in a similar manner Steinbeis Transfer Center are genetically manipulated using vectors to most natural human genes. It also makes for Nucleic Acids Design based on transposons (“jumping genes”) and the 5’ UTR of the mRNA more available to Berlin [email protected] minicircles (small circular DNA sequences) interact with ribosomes – complexes of RNA Interview | Steinbeis | 7

An interview with Steinbeis University graduate Anja Glatzle “I’m much more organized now when tackling problems, and I look at the bigger picture”

Anja Glatzle is a master’s degree graduate on the General MBA program at the School of International Business and Entrepreneurship (SIBE) at Steinbeis University Berlin (SHB). Anja spoke to TRANSFER maga- zine about the challenges involved in completing company projects and her experiences during her studies.

competitiveness by establishing a customer policies. Several areas were key to our suc- base centering on long-term, trust-based cess: improving brand awareness, pinpoint- relationships, and increasing the level of or- ing our USPs and using them in a targeted ganization by mapping processes and docu- manner, highlighting the value-added for menting knowledge management. Last but the client, recruiting new clients, and ulti- not least, employee satisfaction and motiva- mately growing turnover. tion had to be improved by establishing clear career progression options. Tell us something about your overall experience as a student at SHB. That’s no mean feat – especially if Studying with Steinbeis gave me the oppor- you’re studying and reading up on tunity to examine a wide range of projects the theory at the same time. How and gain detailed insights into a huge vari- did you approach the project – what ety of totally different companies and very strategies did you apply, what steps different ways of doing things. This helped did you take? me become more efficient in my own work. I began by conducting a detailed analysis of I’m much more organized now when tack- the company and its processes. The results ling problems, and I look at the bigger pic- of this analysis formed the basis for manag- ture rather than simply focusing on which- ing the project – from the original project ever small section I’m currently working on. Anja Glatzle brief to final implementation. To decide I also established some really good friend- how to implement the strategy, I used the ships during the course of my studies, which You completed your master’s de- Six Loop Concept®, focusing on a differen- mean a lot to me. And I also did voluntary gree project at DEKRA Consulting, tiation strategy. The seminars at SHB were work on the MBA guest lectures, which gave where you were working as an as- extremely useful, whether they were about me the chance to meet some very interest- sistant in Sales and Service. What knowledge management, practical business ing people. exactly did your project involve? administration or strategy and change man- DEKRA Consulting is a consultancy with a agement. They gave me a strong theoretical focus on technical, organizational and busi- grounding which I could build on. ness administration aspects of consulting. The area I worked in provided consulting So after two years of study, what services relating to sales and after-sales for were the results of the project? carmakers and vehicle importers. The aim of In October 2008, my department won its my job was to provide the company with an first big contract: a project focusing on used off-the-shelf guideline on setting up a de- car management for a major German car partment from scratch and making it com- company. This gave us a solid basis for the petitive, so that it would be profitable and next three years, as we strove to achieve our Jens Mergenthaler well-established within a couple of years. strategic goal of becoming a key performer School of International Business and Entrepreneurship (SIBE) In more precise terms, this meant generat- by 2010. To differentiate ourselves properly, Steinbeis University Berlin ing a turnover of four million euros with improvements were made to certain areas Berlin/Herrenberg a profit margin of 31 per cent, bolstering – pricing policies, marketing, and personnel [email protected] 8 | Steinbeis

Steinbeis Transfer Center develops system for measuring magnetic properties Measuring and testing: an innovative approach

Magnetic actuators now provide an ever-increasing range of applications – thanks to technical improvements such as increased durability and improved tolerance of high temperatures. A mechatronic approach when design- ing magnetic actuators, as detailed in guideline VDI 2206 by the Association of German Engineers, ensures that optimal methods for closed-loop and open-loop control of the actuator factor into the design stage. However, this means magnetic properties need to be more stable than ever. Financial pressures and high material prices mean that magnetic actuators often use ferromagnetic materials, the magnetic properties of which have not been guaranteed by the manufacturer. In response to this, the team of experts at the Steinbeis Transfer Center for Mechatronics has developed a cost-effective measuring and testing method to characterize the magnetic proper- ties of materials and actuators.

Devices for measuring magnetic flux – com- measuring method using a constant rate of The team in Ilmenau designed all software monly known as fluxmeters – employ inte- flux change. This allows the voltage, which and hardware to be fully modular. Modular grators which are complex and expensive. has a highly unpredictable amplitude and hardware makes it easy to vary the power, Now, the Steinbeis team in Ilmenau has frequency range, to be integrated by cal- voltage and measuring speed – plus it allows successfully developed an alternative solu- culating the sum of a constant voltage per the use of additional sensors to measure tion. MagHyst® is a modular measuring and time segment. As a result, this procedure can further physical variables in parallel. When testing system for determining magnetic be carried out at low cost using a microcon- it came to designing the software, the team properties, which is based on an innovative troller. created an interface which would allow us- Steinbeis | 9

ers to operate a range of programs by pro- rectly orientated. This method also makes it benefit of MagHyst® is its ability to measure gramming a DLL module. This allows users to possible to check for short circuits or tears magnetic actuators using only the field coil, tailor the system to different applications – in a coil. Measurements can be conducted without the need for an additional measur- whether it is used as a full laboratory tool, or using either the system’s own coils or special ing coil – resulting in a higher standard of merely to monitor production by indicating measuring circuits, although the two-coil production monitoring. Simplified measure- whether materials are “good” or “bad”. method is best for measuring multi-phase ment of magnetic properties (i.e., non-linear systems. Using the new system, firms can Ψ(i,δ)-curves) also allows improved open- MagHyst® offers a wide range of measur- slash costs by identifying and removing loop control of magnetic actuators. ing applications. To name a few: analyzing faulty components before or during produc- the properties of raw materials, inspecting tion, instead of rejecting finished products incoming goods, monitoring production, during quality control. assessing the durability of used actuators, and condition monitoring. MagHyst® also The single-coil measuring technique of measures the B(H) curves of materials in bar MagHyst® allows professionals to measure or ring form – using an adaptor in the case and test the switching behavior of electro- of bars. To measure rings directly, they must magnetic components and actuators with- first be fitted with two measurement coils. out destroying them. Mechanical effects These curves can then serve as material pa- can cause major changes to the switch- The Steinbeis Transfer Center for Mechatronics rameters in simulation programs, or alterna- ing behavior of electromagnetic actuators in Ilmenau is an innovative technology transfer tively, the material can simply be classified throughout a magnet’s working life. Meas- company specialized in mechatronic systems. The Center designs tailor-made customer as “good“ or “bad“ by comparing the curve uring (i) curves and comparing them to a Ψ solutions, as well as calculating, simulating against a reference curve. reference curve is an ideal way to appraise and designing electromagnetic drive systems. the switching behavior and overall quality Focusing on the coordinated development and optimization of actuators and their electronic Using a reference magnetic circuit fitted of a magnetic system. This method makes it systems, the Center creates solutions with with a coil or specially modified adapter, it is possible to estimate the component’s work- outstanding technical properties: excellent possible to easily integrate individual com- ing life. dynamics, low levels of power dissipation, and optimal miniaturization. ponents such as armatures or conduits into the circuit, localize them in a fixed position, The new system also allows professionals The center has a number of fields of and record their characteristic Ψ(i) curves to non-destructively measure the quality expertise: • Design of mechatronic systems for that position. By comparing these curves of fully mounted systems – such as propor- • Electromagnetic mini-actuators and micro- against a reference curve, the component can tional magnets – based on their switching actuators then easily be classified as “good” or “bad” behavior. By analysing the Ψ(i) curves, en- • Calibration of fast-acting electromagnetic systems without first having to integrate it into the gineers can inspect these systems for me- • Calibration of rotary, linear and multi- magnetic system. This method has potential chanical and magnetic faults. A variety of coordinate drive systems industrial applications for quality control of factors can negatively affect the mechanical • Design, testing and construction of special drive control systems with microcontrollers supplier parts. Another possible application integrity of fully mounted systems, such as and DSPs is in production, to test components upon spring rigidity, friction, contamination, and • Tools for measuring magnetic properties and curves, specially developed for use in completion of critical process steps. incorrect mounting. Factors which may im- industry pair the magnetic quality include changes to Monitoring polarized systems during pro- materials, insufficient modulation and faulty As a highly specialized service provider to a range of high-profile firms, and as a member of duction – a common practice in engine permanent magnets. the VERDIAN growth core, the Steinbeis Trans- production, make-to-stock production and fer Center for Mechatronics in Ilmenau makes magnet production – remains a highly com- MagHyst® is an innovative measuring sys- a key contribution to driving the innovation of its customers. plex procedure. This new system developed tem which offers a wide range of applica- by the Steinbeis Transfer Center in Ilmenau tions in quality monitoring and quality allows professionals to check whether a) control. It allows professionals to measure Dipl.-Ing. Ute Kucera magnetic components have been mounted the magnetic properties of materials, semi- Dipl.-Ing. Jens Baumbach in the correct position, b) they are suffi- finished products and actuators, while slash- Steinbeis Transfer Center for Mechatronics ciently magnetized, and c) permanent mag- ing the time and resources needed to pre- Ilmenau [email protected] nets have been mounted with the poles cor- pare samples for measurement. One major 10 | Steinbeis

Manufacturing individual items of furniture – cost-efficiently A lounge chair made out of native natural materials

HL Kunststofftechnik (a company based in Germany’s Saxony-Anhalt) and the Steinbeis Innovation Center Applied Material, Production and Process Technology recently co-designed a new and effi- cient way to manufacture a fiber composite component made out of native materials. To explore the component properties in use, the team fashioned a lounge chair out of it. The project is part of a research program sponsored by the working group of industrial research associations.

Made from sustainable raw materials, this lounge chair was de- signed with “2D thinking” to use materials with ultimate efficiency.

Halle-based mehrwerk designlabor pro- To accomplish this, the team chose a native furniture. It will also help usher in a special duced a prototype lounge chair designed to resin matrix and a native fiber reinforce- folding technology that uses as few materi- be lightweight and adapt to the needs of to- ment. While acting as a bolster and bear- als and resources as necessary – and its fab- morrow while retaining a premium look and ing the load, the fibers set and adjust the rics will be put to use in both seating and feel. The underlying idea: design 3D objects springs and dampers to makes the seat more upholstery. on right angles. This reduces material waste comfortable. The experts will also devise out in production. Weighing just 5 kg, the chair a special design and folding technology that holds up to 120 kg. The secret behind this uses the natural fibers sparingly. In fact, the is the innovative use of “sandwiched” paper fibers will double as the chair’s “decorative” honeycomb with bolstering natural fibers. finish. One way this could work is by using Dipl.-Ing. (FH) Oliver Hecht No decorative exteriors are needed as the semi-finished textile products in differ- Dipl.-Ing. Alexandru Söver Prof. Dr.-Ing. Lars Frormann textile makeup of the reinforcement is an in- ent ways. The research program, however, Steinbeis Innovation Center Applied Material, tegral component of the material’s design. is primarily interested in investigating how Production and Process Technology Zwickau machine finishing (such as milling or grind- [email protected] The research program stipulated two objec- ing) affects the surface. At the same time, tives for the lounge chair. First: use the ma- the team will look into developing a suitable Dipl.-Ing. Armin Hlady HL Kunststofftechnik GmbH terials in such a way that people can truly sit and economical mode of production. Queis back and relax in the chair. Second: develop Dipl.-Designer Stefan Oßwald a production technology that not only makes The lounge chair will play a key role in the mehrwerk designlabor this possible, but proves cost-efficient and development of a technology that makes it Halle can accommodate existing budgets. feasible to manufacture individual items of Steinbeis | 11

A Steinbeis study investigates whether school fees limit school choice in Germany Schools for the rich, schools for the poor?

A school education does not come for free. This applies to all schools, of course, but is felt particularly by schools which are not state-funded. Unlike state schools, private schools are responsible for their own funding and cannot rely on money provided by the state. A team of experts at the Steinbeis Transfer Center for Economic and Social Management in Heidenheim have completed an in-depth study on school fees and their implications.

Percentage of households with a negative balance after paying 120 euros in school fees

Single-parent families Couples

3 or 4 or 1 child 2 children more 1 child 2 children 3 children more children children

Scenario I

Scenario II

Scenario III

As long as private schools only have limited the amount of school fees which private understanding of the state which does not access to public funding, parental contri- schools can demand. The German constitu- reflect current social realities, and is in fact butions – in the form of school fees – will tion clearly states that any situation which far older than the Federal Republic of Ger- remain crucial to the financial structures of leads to students being segregated based on many itself. these schools, alongside funding from the their family’s financial situation “must not school board. But for schools, asking par- be encouraged”. By way of contrast, the German constitu- ents for financial support is far from ideal tion limits the role of the state to a mere – in fact, it is little more than an emergency Education is unlike other publicly funded supervisory function over the school system solution. For private schools, finding a way services in one central aspect: namely, as a whole, and expressly grants the right to cover their costs is a matter of sheer schools which provide pupils with a general to found private schools. The state constitu- economic necessity. This difficult situation education must be founded and organized tion of Baden-Württemberg contains a simi- not only introduces a number of social is- primarily, if not entirely, by the state. This lar clause, and also grants schools the right sues, it also brings the fundamental role of situation is often overlooked – and has in to claim public funding to cover their costs. the state into question. The constitutional fact been expressly forbidden by the Fed- ban on segregating students based on their eral Constitutional Court. This state of af- In legal terms, this still does not definitively family’s financial situation severely limits fairs is historically rooted in an absolutist answer the question of whether private 12 | Steinbeis

schools have the right to claim public funding The Steinbeis team began the study by want their children to attend. For instance, to cover their running costs. This is because analyzing existing data, including income 77.82 per cent of single-parent households the existing adjudication stipulates that the statistics and data from the German mi- and 50.31 per cent of two-parent, two- current situation of partial funding is legally crocensus, socioeconomic panel and sam- child households are unable to finance the acceptable as long as it does not jeopardize ple survey of income and expenditure. The maximum legally acceptable school fee of the existence of the private school system study authors extracted data pertaining to 120 euros as defined by the VGH Baden- as a whole. This ignores the substantial body the types of household under investigation, Württemberg. However, defining an ac- of evidence that financial pressures have a and entered it into a series of models used ceptable limit for school fees at federal or significant effect on pupils’ school careers. to measure absolute and relative poverty. national level which does not violate the For example, this was observed on a wide The team also used various models to calcu- constitutional ban on financial segregation scale in the German school system 50 years late the amount of school fees which would is impossible for a number of reasons – such ago, when secondary school fees were suc- constitute an acceptable financial burden. as regional variation in income and expendi- cessively reduced and abolished in each fed- This was achieved by conducting a three- ture structures. eral state. This resulted in a significant rise in stage scenario analysis based on regional, the proportion of pupils entering secondary legal and bank-related considerations. The The Steinbeis study concluded that in prac- school (an increase which was even larger study examined the different amounts of tice, levying school fees means families with for boys than for girls). school fees considered acceptable and their low to average incomes can no longer freely implications for the remaining available net choose their children’s school. At the same It remains unclear where lines should be income per household. time, the current financing situation has drawn in individual cases. The constitutional • In scenario I, the expenditure necessary forced private schools into a constitutional ban on financial segregation, which governs for survival as defined by § 27 of the Ger- grey area merely to ensure their survival. In the amount of school fees considered le- man Code of Social Law (SGB) was sub- light of this predicament, simply question- gally acceptable, has been substantiated by tracted from the net household income ing the acceptable level of school fees is not a ruling by the Federal Constitutional Court. to see what proportion of households enough – to do so would mean ignoring the This ruling stipulates that school fees of up would be able to afford school fees. bigger picture. to 101.99 euros are an acceptable financial • In scenario II, other unavoidable living burden for households – as adjusted for the costs were also subtracted from the net This issue is one of major importance for the level of inflation in 2005, the year of the household income, as well as additional nation as a whole, particularly in light of the ruling. In another recent decision, the VGH expenses such as insurance policies. conclusions reached by this comprehensive, Baden-Württemberg has ruled that school • In addition to the expenses subtracted in methodologically complex study. As such, fees of up to 120 euros are not in viola- scenarios I and II, scenario III accounted the debate regarding school fees should not tion of the constitutional ban on financial for the fact that in future, the state pen- be reduced in the mid-term to a mere mat- segregation, once other factors are consid- sion scheme (financed by social security ter of “hammering out” a legally acceptable ered – for instance, that school fees are tax- contributions) will no longer be sufficient limit to school fees, or agreeing on a (legally deductible as they constitute an incidental to ensure an acceptable quality of life af- and politically) acceptable proportion of the expenditure. ter retirement. This is a consequence of population subject to de facto financial seg- demographic change. In this scenario, ad- regation. Instead, it would be expedient to The study conducted by the Steinbeis Trans- ditional retirement provisions were there- consider alternative financing models. fer Center for Economic and Social Manage- fore subtracted from the net household ment aimed to establish a basis for making income based on actuarial calculations. a rational decision on the levying of school fees. This information is needed to make After evaluating the data using these three a definitive statement on whether or not scenarios, the Steinbeis team concluded school fees violate the constitutional ban on that children in single-parent families and financial segregation. Answering this ques- families in the lowest income brackets are tion conclusively is the responsibility of the extremely limited in their choice of school Prof. Dr. Bernd Eisinger judiciary and legislators. As such, the study due to financial reasons. In practice, when Prof. Dr. Peter K. Warndorf Steinbeis Transfer Center for Economic presented a variety of models and discussed schools levy a fee of 120 euros, well over and Social Management their implications in detail without recom- half of all households are unable to exer- Heidenheim [email protected] mending any particular decision. cise their right to choose which school they SHB spotlight | Steinbeis | 13

Certified training at the School GRC SCMT kicks off new program Training to be a Executive MBA Certified Compliance Expert Global

The School of Governance, Risk & Compliance (School GRC) is now offering a one- Leadership year certified training to help students learn more about compliance. On completion of their studies, participants can be officially called Certified Compliance Experts In association with Gallup, the Steinbeis (CCEs). Center of Management and Technology (SCMT) is launching its Executive MBA This part-time course involves 35 days of at- Each round of the certified training course Global Leadership degree program, tar- tendance, during which students can share starts in October. As it is interdisciplinary geted at students in full-time employ- ideas with and learn from industry experts. in nature, specialists and senior managers ment. Gallup is one of the world’s larg- After completion, students can also continue at companies and in public administration est and oldest polling, market research with the MBA by specializing in Governance, are encouraged to attend as well as external and management consulting companies. Risk, Compliance & Fraud Management consultants and experts from a number of In the past 70 years, Gallup has de- (parts of the training course counts towards backgrounds, such as auditing, fraud man- veloped a unique insight into human the MBA program). “The participants re- agement, and compliance. nature and behavior. It also boasts an ally appreciate the flexibility,” explains Bir- unrivaled understanding of the interplay git Galley, Director of the School GRC. “This between economics and psychology. is because most employees responsible for Melanie Reichelt School of Governance Risk & Compliance compliance within companies have to follow Steinbeis University Berlin This joint MBA program helps students hone very rigid career paths.” Berlin their leadership skills and find ways to drive [email protected] business growth. As well as conventional general management topics, the program centers on three main areas: Behavioral Eco- nomics, Lean Thinking and HumanSigma®.

Specialist seminars at the Steinbeis Business Academy Half of the lectures are held at SCMT partner universities outside Germany, in places such Seminar series: as Washington and Princeton. Guest lectur- ers include Prof. Daniel Kahnemann, a Nobel Laureate in Economics for 2002.

healthspotlight care in the spotlight

As part of its degree program, the Steinbeis Business Academy (SBA) offers a variety of specialist seminars to other interested parties. The focus for the second Anita Ritter Steinbeis Center of Management half of 2009: health care. and Technology (SCMT) Steinbeis University Berlin The idea for the seminars stems from the ing Instruments in Health Care”. “Project Berlin/Filderstadt [email protected] complexity of the German health care sys- Management” – an issue that many can re- tem and the changes it is undergoing. The late to – is also scheduled. Seminars will be first SBA seminar, at its site in Kuppenheim held in Kuppenheim, Berlin and Stuttgart. in November, looks at a topical issue: quality according to Sections 114-117 of Germany’s long-term insurance law (part of the coun- try’s larger Social Security Code). Katrin Ziem Steinbeis Business Academy Steinbeis University Berlin The series in November will also address “Fi- Berlin/Kuppenheim [email protected] nancial Streams in Health Care” and “Steer- SHB 14 | Steinbeis | SHB spotlight

MSc degree program for transport and logistics SHB shapes the minds of tomorrow’s logistics managers

Logistics play a central role in any economy, transcending all areas of business. In Germany alone, more than 10 per cent of economic output is attributed to transport and logistics. In fact, this is one of the fastest-moving sectors in the country. In November 2009, the School of International Business and Entrepreneurship (SIBE) launches its Master of Science degree program in international management, with a focus on global logistics. Delving into projects that aim to grow busi- Beyond pure “logistics” projects, students can ness, students will confront the types of chal- look at interdisciplinary issues such as plan- lenges common to an industry striving to bring ning and executing product launches, design- about change and innovation. The projects ing and introducing KPI systems or bench- up-and-coming logistics managers carry out marks connected to a specific logistics issue. Patricia Mezger range from cutting freight costs to restructur- Students acquire the necessary project skills as School of International Business ing logistical units, deploying IT solutions and part of their studies, which focus strongly on and Entrepreneurship (SIBE) Steinbeis University Berlin telematics applications, overhauling a com- actual practice and knowledge transfer. Berlin/Herrenberg pany’s entire logistics setup, and more. [email protected]

Bachelors degrees for specialists and senior managers in public service Employee and financial management in public service

Today’s civil servants need to know how to work with citizens and customers – and they need to be able to think and act like businesspeople. A work environment that embraces change and lays the foundation for employees to grow is key to helping administrative professionals stay flexible. Being open to change also translates into quality and cost-efficiency in the long run, both for the government and its citizens. To tackle the challenges of public manage- employees in the middle to upper echelons into managing personnel, from reforms in ment, the Academy of Public Administration of civil service, middle managers in govern- employment terms to employee information has created two bachelors degree programs: ment agencies or public corporations and systems, team-building, and conflict man- Employee Management in Government­ agencies, public-owned companies and agement. Agencies as well as Financial Management NPOs. The “Financial Management and Re- and Review at the Local Government Level. view at the Local Government Level” pro- Both programs launch in October 2009 and gram teaches students everything they need are geared to the next generation of special- to know about twenty-first century budgets Ramona Groneberg Steinbeis Transfer Institute ists and senior managers keen to understand and finance. They also learn the fundamen- Academy of Public Administration what it takes to play an active role in effect- tals of auditing and financial management. Steinbeis University Berlin Berlin ing change within government ­bodies. The “Employee Management in Government [email protected] The courses will be of special interest to Agencies” program provides detailed insights Steinbeis | 15

Steinbeis Hacettepe Technology Transfer Center

Hacettepe University in Ankara is one of Turkey’s largest public universities, with over 30,000 registered students enrolled in around 300 degree programs, and more than 5,000 professors and academic staff. Hacettepe recently entered into a technology transfer partnership with Steinbeis.

nology Transfer Center, which A number of successful technology transfers was founded in 2008. have already been implemented in Ankara. For example, a durable polymer material was The center carries out technolo- developed for use in rail construction. Other gy evaluations, promotes part- projects include a hyperbaric oxygen organ nerships between industry, sci- preservation system and an intelligent SME ence and politics, and helps evaluation system. organizations access interna- tional technology sources, which SHTTC acts as a contact point of call for tech- are of particular benefit to Turk- nology advice in Turkey. Together with Stein- ish SMEs. A variety of experi- beis, its mission is to monitor the technology enced specialists from trade and requirements of industry and promote tech- industry work at SHTTC along- nological standards, through targeted projects Hacettepe University now coordinates side academics and specialists in technology with trade and industry. projects with industry using the recently transfer. Depending on the project, the center Ilyas Yilmazyildiz founded Steinbeis Hacettepe Technology works with experts from a variety of disci- Prof. Selçuk Geçim Steinbeis Hacettepe Technology Transfer Center Transfer Center (SHTTC). The center builds on plines ranging from information technology Ankara (TR) previous work carried out by Hacettepe Tech- to medicine. [email protected]

Steinbeis Center for Technology Transfer India

The Steinbeis Center for Technology Transfer India (SCTI) was founded earlier this year in the Indian city of Hyderabad. The center, based on a partnership with research provider 2E Knowledge Ventures Pvt Ltd, aims to promote an environment for technology development, technology transfer and the implementation of innovations through technical bodies and research institutions.

The research and development environment an outsourcing location for low-cost produc- the Indian Institute of Technology, the Na- in India is improving by the day, as organiza- tion – and the country is now increasingly tional Institute of Design, Delhi University tions push ahead with innovation after in- respected for its high standards in technolo- and the International Institute of Informa- novation. The latest Global Competitiveness gy and innovation. Indian technology centers tion Technology. The SCTI is also already report confirms that India boasts a compara- are accelerating market-based research – and working with transfer centers based in Ger- tively high proportion of researchers per an increasing number of companies are turn- many, and helping to establish partnership head of population, as well as a significant ing to them as research partners. between German transfer centers and Indian number of research institutes. The Indian enterprises. government offers a variety of support pro- At the moment, SCTI’s primary aim is to forge Vineet Kumar Goyal grams to promote research projects. As a re- links with potential partners and establish Steinbeis Center for Technology Transfer India sult, India’s competitive advantage is gradu- Steinbeis transfer centers in a variety of fields Hyderabad (IND) [email protected] ally shifting away from its former image as of expertise. Talks are already underway with 16 | Steinbeis

Care-providing robot to work in patient recovery A helping hand

How easy it is to take the simple things in life for granted. Like fetching something from the kitchen, or eating when you’re hungry – or scratching an irritating itch. For most people, all it takes is a quick sequence of move- ments. But for some disabled people, nothing can be taken for granted – not without a helping hand. For many disabled people, relying on others to assist in everyday tasks is a daily reality. The Bremen-based Steinbeis Transfer Center i/i/d (Institute of Integrated Design) collaborated in a joint research project to develop a new type of “care-providing robot”.

To enable severely handicapped people to complete part of their daily routine alone, without help from others, a number of re- search and development bodies have joined forces with leading companies as part of a research network project spearheaded by the Institute of Automation (IAT) at the University of Bremen. The result: a care- providing robot that can perform a number of elementary tasks. The invention consists of a robot arm (the “manipulator”), mounted on a wheelchair unit and operated using a computerized control panel. The arm, affec- tionately termed “Friend” by its developers, was born out of a number of earlier projects which the IAT has been working on since 1997. Photo: Frank Pusch and draft possible designs for the recovery With help from the care-providing robot, robot, its “intelligent environment” and the disabled people can now carry out general user interfaces needed. Working in close col- household tasks by themselves, such as pre- laboration with other project partners, the paring meals and eating. The robot can even i/i/d drafted a design which accounted for help people return to work, by performing user requirements and the different degrees sequences of tasks in the office or work- of disability. The design had to work per- shop. The arm can be operated in a number fectly in practice and be easy to use, while The i/i/d Steinbeis Transfer Center has already of ways: using a hand or chin-operated joy- remaining fully flexible, technically superior, participated in a variety of successful research projects, both within Germany and overseas. In- stick, by speech or eye control or using a and taking formal and aesthetic factors into corporating and addressing design issues early brain-computer interface (BCI). Although it account. in the development process can lead to long- is the robot arm which performs the tasks, term improvements in the finished product – in terms of quality, user-friendliness, ergonomics it is controlled entirely by the user – a key The research project was sponsored by the and function. It also increases user acceptance difference between the care-providing robot German Federal Ministry of Education and and makes products easier to market. A major and personal assistants, who at best will do Research. The system is currently being put advantage of this interdisciplinary approach is that each of these factors becomes an integral as they are requested but are unable to leave through its paces by therapists and patients part of the development process. people to do things by themselves. in the Friedehorst neurological recovery center – an ideal way to assess Friend’s use- Dipl.-Ing. Arch. Melanie J. Köhler The role of the i/i/d in the project is to re- fulness on a day-to-day basis. Steinbeis Transfer Center search user needs (user-centered research, i/i/d Institute of Integrated Design user behavior, user needs/profiles/require- Bremen [email protected] ment/scenarios) and work out, conceive Steinbeis | 17

The Steinbeis University Berlin lecture series Innovations and non-violence – different facets of life

In collaboration with the economic development department for the town of Rottweil, Steinbeis University’s Alb-Schwarzwald Business School organizes discussions with successful business leaders, politicians and philosophers as part of its general studies program. Two recent speakers were Thomas Vetter, a physicist and member of the board at ARADEX in Lorch, and Arun Gandhi, grandson of the Indian politician and philosopher Mahatma Gandhi.

ings: the most important is to find “inner cell performance, the replacement of mag- peace”. This means working on yourself – only nets, protecting technical products from un- then is it possible to live with less violence. authorized imitation, and a special financial Arun Gandhi provided some inspiring exam- accounting system for companies normally ples of this. Anger and wrath are sources of considered “unaccountable”. His methods: energy – so they need to be used positively getting adults to play, freeing your mind of and translated into solutions and helpful old ideas to make space for new ones, and actions. For example, Arun and his late wife allowing enough room for creativity. Yes, helped many penniless children in India gain this sometimes means acting “weird” when an education. tackling the impossible – and as Vetter em- phasized, that doesn’t just apply to technical Arun Gandhi A month later, in June, Thomas Vetter visited problems. There wasn’t an empty seat in the house. Little the Old Town Hall in Rottweil to provide the wonder: the hall in the old grammar school in audience with some fascinating insights into The talk stimulated a lively discussion, con- Rottweil had opened its doors to Arun Gan- his technical innovation hotbed. As a student firming the level of interest in the subject – dhi. The audience was captivated by his pres- and young entrepreneur, he already set his and in Vetter himself, a successful entrepre- ence. As an Indian growing up in South Africa sights on making the technically impossible neur and member of the Steinbeis Foundation under apartheid, Gandhi experienced violence possible. His success story spans years of ig- Board of Trustees. first-hand – he was attacked by blacks for be- noring the defined (and often “scientifically ing “white” and by whites for being “black”. Because of this, he decided as a young man to begin formal training in combat skills. To prevent this, his parents sent him to his grandfather Mahatma Gandhi in India, where he learnt through many lectures and practical exercises what it means to adopt an attitude of non-violence in one’s own life. In Gandhi’s teachings, violence has a much broader defi- nition than mere physical violence – extend- ing to include verbal violence, the wasting of resources, environmental damage, inconsid- erate attitudes, and self-interest. Thomas Vetter proven”) boundaries of science – expanding As Arun Gandhi explained to the audience in the boundaries whenever possible using im- Berthold Villing the hall in Rottweil in May, many people all aginative engineers and scientists of his own. Business School Alb-Schwarzwald over the world use non-violent methods. One Steinbeis University Berlin example: passive resistance. This is not the Just some of the projects that have made Berlin/Gosheim [email protected] only lesson from Mahatma Gandhi’s teach- Thomas Vetter successful: enhancing fuel 18 | Steinbeis

The 2009 Stuttgart Competence Day Talent.Competence.Management – local.global

A financial crisis is not a good time to start thinking about saving money. In fact, it is the worst time: especially in the current business and financial situation, it is vital to stay focused on the future and seize new opportuni- ties. Essential novelty and, linked to this, “creative destruction” of the old (Schumpeter), or, in a nutshell: “innovations” – this is what fuels long-term economic growth. But to innovate, you need skilled workers with the innovative flair. This is the issue being discussed by experts from business and academia at this year’s second Stuttgart Competence Day, due to be held on 25 November in Stuttgart’s “Haus der Wirtschaft” (House of Commerce). After last year’s success, Steinbeis University Berlin is opening its doors again to students, alumni and full-time employees to think about the challenges posed by a society focused on “competence”.

According to J. Schumpeter, innovation is Innovation is not an abstract process. To Companies that want to stay successful to- the development and introduction of new correctly manage projects and translate morrow should invest in “open innovation” products, services, organizational structures, them into reality, it is essential for compa- today. They should also include environmen- business processes, entering new markets, nies to focus on their key success factor in tal considerations in innovation processes, and the establishment of new international moving forward: namely, skilled staff able to think about global delivery, and encourage supplier relationships, or new sources of apply their knowledge to unfamiliar scenar- the use of global “competence networks”. materials or semi-finished products. The ios and create innovations – new products, Ultimately, this allows successful companies competitive advantage this creates enables new services, new answers to problems. But to uncover human resources in every cor- companies to stand their ground against resources have always been in short supply ner of the globe and discover “global com- a multitude of competitors in constantly – especially skilled workers – and they are petence” for themselves. At the same time, evolving markets. becoming scarcer. though, companies must continue to react to local needs and invest in skilled workers at home.

Speakers and speeches at the 2009 Stuttgart Competence Day (As of Sept 09) The more companies apply global integration • Talent.Competence.Management – local. • Competence development and competence global management in Egypt. Fostering and retain- models to their business, the Open Innova- Prof. Dr. Werner G. Faix, School of Interna- ing talent tion paradigm, or both, the more competi- tional Business and Entrepreneurship (SIBE), Ahmed Elshahat Hassan, Cairo Steinbeis University Berlin tion there will be for the innovative flair of • Success Factor: First-Class Jobs and First- skilled employees. Further still: these trends • The BDI Knowledge and Skills Management Class Applicants. Talent Pools in the Era of Initiative the War for Talents seem to be intensifying the “war for talents”, Prof. Dr. Utz Claassen, Initiative Chairman Dr. Wolfgang Achilles, Jobware Online- as it is not just “western” companies that are [tbc] Service discovering these business models – an in- • Global Delivery and Global Competence • Global Competence management in Networks Logistics creasing number of firms in emerging mar- Rainer Heck, IBM Germany Prof. Dr. Dirk Engelhardt, Raiffeisen Good - kets are, too. Central Rhine-Main, Stefanie Kisgen, School • Innovation competence management at of International Business and Entrepreneur- Siemens ship (SIBE), Steinbeis University Berlin We have a fascinating spider’s web of issues Dr. Ing. Stephan Szuppa, Siemens Corpo- rate Technology, Dr. Johanna Anzengruber, • International management development to talk about at the next Stuttgart Compe- Siemens Corporate Technology Wilfried Telkämper, InWent International tence Day and we look forward to seeing Employee Training and Development • Intercultural skills you there! Prof. Dr. John Erpenbeck, School of Interna- • International Competence Management tional Business and Entrepreneurship (SIBE), Annette Schulten, Corporate and Interna- Steinbeis University Berlin tional Programs Steinbeis Transfer Institute Prof. Dr. Werner G. Faix • Competence development and competence • International Project Management Steinbeis School of International Business management in Brazil. Fostering and retain- Competence, Drawing on the Example and Entrepreneurship (SIBE) ing talent of the Organisation of the Football Steinbeis University Berlin Prof. Dr. Nazem Nascimento, UNESP World Cup in Brazil, Dr. Gerhard Keck, School Berlin/Herrenberg (São Paulo State University) of International Business and Entrepreneur- [email protected] ship (SIBE), Steinbeis University Berlin www.stuttgarter-kompetenztag.de Steinbeis | 19

Help with the assessment of long-term investments: the Benefit Asset Pricing Model Outcomes: seeing the bigger picture

Past experience has taught us that conventional methods for assessing investments usually only take into account direct outcomes. The Steinbeis Transfer Center for Consulting of Medium-Sized Businesses now supports companies by providing its Benefit Asset Pricing Model (BAPM®) as a tool for decision- making. The model looks at the overall outcomes of an investment – which, as we know from experience, paints a more accurate picture.

Level of utilization Directly Difficult Indirectly Difficult to quan- quantifiable to quantify quantifiable tify indirectly Synergy effects

Benefit Asset Pricing Model: return-risk profile

Cash/fixed deposit Domestic loan Zero bonds Domestic shares Foreign shares

Capital market investments

The new model is closely based on a tech- extreme uncertainty. They also help compa- qualitative improvements. These were then nique used by Dr.-Ing. Michael Schabacker nies monitor subsequent progress. examined in more detail, estimating the of Otto-von-Guericke University in Magde- return on each utilization as a function of burg to assess capital market investments. Customers of HSi, a company from Erfurt, each defined utilization variable. Quantifia- It is a useful tool for evaluating the utiliza- invited Steinbeis project manager Klaus ble outcomes when using the software (such tion of investments and process changes at Manzke to help them use the model to as- as much shorter planning cycles), and quali- a holistic level and is accurate to more then sess their utilization of a calculation pro- tative benefits (e.g. precise production times, 90 per cent. gram. To do this, they analyzed individual clarity, traceability) were then pinpointed parts of the existing planning process before precisely, thus confirming the usefulness of The model works by calculating different launching software with an assessment of the software. levels of utilization, quantifying these and the associated resource implications (such combining them with the corresponding cost as personnel). The team then worked out in something called a “dynamic investment which of the software’s applications would process”. This shows in unequivocal terms, be needed and how much investment this and in detail, which returns can be expected would entail (licensing, maintenance costs, Klaus Manzke from which level of utilization. The Benefit third-party and in-house implementation Steinbeis Transfer Center Consulting of Asset Pricing Model improves the quality of expenses). The functions offered by the soft- Medium-Sized Businesses decision-making, especially with important ware changed the overall process, culminat- Bischweier [email protected] investments and procedural changes under ing in quantitative savings and a variety of 20 | Steinbeis

The new risk management standard: ISO 31000 Risk management – without risk management systems

The International Organization for Standardization (ISO) has spent years developing the ISO 31000 family as a top-level standard for monitoring risk management processes. The Aachen-based Steinbeis Transfer Center for Risk Management is now combining the concept of “standards as new business standards” with businesses’ future needs to manage risk. How? With its own innovation: “risk management without a risk management system”.

The ISO 31000 standard comes into effect in for integrating autumn 2009. It is by no means compulsory, risk management Steinbeis Transfer Center but it does act as a guideline – albeit one into a company’s Risk Management General strategy map for medium-sized business expressly unsuited to use in certification. objective manage- The standard makes recommendations as a ment system. All Company Integrity, growth, … Maturity general template for all risk management risks are matched Entrepreneurs Results, returns, … Satisfaction

activities undertaken in a business. This in- to the objectives Reaction cludes a general risk management process, of the company. Customer Quality, price, … Satisfaction a toolkit and standard vocabulary. If neces- The objectives and Effect sary, specific risk management activities can c o r r e s p o n d i n g Process Effectiveness, efficiency, … Maturity still be certified. risks are not just Employees Skills, motivation, … Satisfaction of a financial or ISO 31000 is a new type of standard – a kind material nature – Perspectives Values Objective of “entrepreneurial standard”. Companies they also include System/person (tangible, intangible) can decided for themselves whether to use strategic risks. The it, and if so, how – making decisions based concept suggests to their own individual criteria, in light that firms use risk General objectives on the strategy map for medium-sized businesses of and in line with ISO 31000. The benefit management as which this standard brings to companies is part of overall objective management, based offering businesses a framework for risks the impetus it provides to both strategic and on balanced scorecard techniques. and all kinds of requirements to be placed operational levels. on risk management. Matching objectives Based on this approach, the Steinbeis Trans- with risks defines ownership of the risk. The Based on specific requirements, companies fer Center for Risk Management provides a standard will make it easier for companies to often use risk management on a stand- variety of services centering on the new ISO simplify risk management for customers and alone basis – such as for finance or certain 31000 risk management norm. This includes other parties placing requirements on the products. They generally do not want to in- consultation and implementation for all business. Focusing on objectives and proc- vest too much time and money in a system types of companies and organizations, plus esses provides a simple basis for integration for managing risk throughout the whole training and courses, and publications. into the company, deliver maximum benefit company. They prefer to conduct their own from the standard. evaluation rather than rely on third-party The Steinbeis specialists believe that the ISO certification of their management system. 31000 standard will encapsulate companies’ understanding of risk and opportunity: en- The Steinbeis Transfer Center for Risk Man- suring that a company achieves its objec- agement has based its concept of “risk man- tives, and safeguarding the values underpin- agement without a risk management system” ning company objectives. The standard will Dr. Peter Meier on the definition of risk given by ISO 31000: help companies overcome the problem of Steinbeis Transfer Center for Risk Management “the effect of uncertainty on objectives”. This specialization and fragmentation associated Aachen [email protected] interpretation of risk provides an approach with risk management within a company, Steinbeis | 21

SME associations forge links with European Technology Platforms Dialog between research community and SMEs

Small and medium-sized enterprise (SME) networks and associations play already a relevant role on influencing desicion-makers involved in European politics. However they are still limited in their ability to communicate the full extent of their members’ needs at EU level. Only few SME associations have the capacities to effectively influence European Technology Platforms (ETP). Bearing this in mind Steinbeis- Europa-Zentrum started the EU project PRESTO. Its aim: to improve the collaboration among ETPs and SME associations and to enhance the leverage of SME associations as far as the definition of European research priorities is concerned.

The survey identified that 54 per cent of SMEs carry out research themselves, or in- tend to set up a research department. The majority of SMEs consider new technology and research findings as highly relevant. One third of all respondents describe them- selves as innovative. SMEs and associations consider partnerships with universities and research bodies a key success factor.

However, the analysis also uncovered weak- nesses. Compared to other sectors, the build- ing and construction industry is neither fast moving nor open to innovation. In general, SMEs tend to plan in the short term, looking for quick solutions for their problems with no long-term strategy regarding research and development. In most of the cases they do not have the right knowledge to identify PRESTO supports SMEs in the building and construction industry relevant technology and benefit of it. There is also a general lack of information on As coordinator of the European project activities. One of these is the Baden-Würt- funding options. Although the majority of PRESTO, Steinbeis-Europa-Zentrum fosters temberg construction industry federation, SMEs find innovation important, they do not a dialogue between European Technology which as umbrella organisation includes allocate time for it. To make matters worse, Platforms (ETP) and small and medium-sized eight other member associations; the sec- the associations frequently underestimate enterprises associations (SMEsAs) in the con- ond organisation is the German Society for the innovation potential of their members. struction industry, with a particular focus on Wood Research in Bavaria. Together with Conversely, SMEs do not always consult the energy, ICT and new materials technologies. the associations and their members, the associations to find out more about innova- The project is co-financed by the EU and PRESTO consortium assessed the strengths, tive solutions. has an overall budget of 556,000 Euros. The opportunites,weaknesses and threats (SWOT project will run until January 2010, and in- Analysis) of companies working on new Despite this, one positive trend emerges volves partners in Germany, Spain, Poland, materials (especially wood), ICT and energy clearly: a growing number of SMEs want UK and Italy. efficiency, in particular examining the spe- to become involved in research projects, cific priorities of research and development especially as they grow in size and become As a first step, a Core Group of SMEsAs and mentioned by SMEsAs and their members. stronger. Innovation is seen as positive and ETPs was formed. Eight key SMEsAs and The findings were validated by a panel of good for their image. These enterprises eight ETP agreed to collaborate with PRESTO experts. clearly recognise the need to work more consortium in the implementation of project closely with research partners, business 22 | Steinbeis

clusters, technology transfer organisations strategy for establishing a sustainable col- European Technology Platforms and other companies. laboration between SMEsAs and ETPs. The aim is to enhance the influence of SMEs on European Technology Platforms are an initiative In parallel to the SWOT Analysis, PRESTO decision-makers within the platforms and set up by the European Commission. More than 30 platforms have been created since 2004 contacted the ETPpart of the PRESTO Core allow them some say in the formulation of with the support of major companies, research Group in order to ask them about their ex- strategic research and development priori- bodies and the European Commission itself. pectations on SMEsAs towards establishing ties. In October 2009, representatives of the Platforms bring a diversity of interested parties working in a specific field around one table, a sustainable collaboration with SMEsAs. European Commission, ETPs and SMEsAs met pooling available capabilities across a variety of They were also informed about the results in Bilbao to agree further cooperation meas- technology fields. of the SWOT Analysis. The platforms feel ures. Among the options for intensifying co- ETPs have quickly evolved into drivers of that SMEsAs should be closer involved and operation between ETPs, SMEsAs and SMEs growth. They play a decisive role in the realisa- have a stronger interest in getting involved include the joint submission of EU projects tion of the European Commission’s Lisbon Agenda, which aims to place Europe at the in ETPs activities. A desirable goal would be a and mutual participation in of events and forefront of growth and innovation. The aim of higher level of strategic input into the plat- workshops. The Steinbeis-Europa-Zentrum is ETPs is to bring about effective partnerships forms’ research planning and closer involve- already active on a number of fronts. On the between public bodies and private organisa- tions, to enter new markets and strengthen ment in joint EU research projects. Practice one hand, it is engaged in permanent dia- competitiveness and sustainability through a has shown that language barriers and inter- logue with SMEs in Baden-Württemberg and clear focus on collaboration. cultural misunderstandings can get in the people in politics and research. On the other, Prof. Dr. Norbert Höptner way of cooperation. it provides expert input on a variety of EU Dr. rer. nat. Jonathan Loeffler committees regarding technology transfer, Eduardo Herrmann Steinbeis-Europa-Zentrum The Steinbeis-Europa-Zentrum and the business cluster development, and research Stuttgart/Karlsruhe partners of PRESTO are now working up a and innovation policy. [email protected]

A recipe for success in cross-media publishing

Convergence in the TIME industry (the merging of four separate sectors: telecommunications, informa- tion technology, media and entertainment) has brought about sweeping changes in cross-media publishing. Andrea Müller, a Steinbeis University Berlin PhD graduate, conducted a detailed scientific investigation into German brand manufacturers and examined and evaluated a strategic approach to managing cross-media publishing service portfolios.

Products and services Andrea Müller completed her PhD as part of a ing). The book outlines the results of empiri- in the TIME industry are BMWi research project called M3V, a German cal studies with some specific recommended overlapping more and acronym for “mobile multimedia multi-sup- actions – potentially valuable, future-proof more, and being updated plier sales information systems”. The project inspiration for senior management and mar- and embellished by novel was supported by e-pro solutions, a spin-off keting managers, against the backdrop of a functions. To succeed with company of the Fraunhofer-Society. As part of converging TIME industry. their clients in the long its “Transfer-oriented business administration term, service providers in this expanding field research” series, Steinbeis has now published Andrea Müller of industry must watch this trend closer by a book through Berlin-based publisher Logos: Steinbeis University Berlin the day – especially when planning their serv- “Erfolgsfaktoren im Crossmedia-Publishing” Berlin/Stuttgart [email protected] ice portfolio strategy. (Success Factors In Cross-Media Publish- Steinbeis | 23

A powerful data management system goes live in the Central Baden Fertility Center Processing data in modern medical practice

Family planning and data processing are not the sort of terms you’d expect to hear in the same breath, at least not in everyday conversation. But the two can be closely connected, as the Stein- beis Transfer Center for Technology Consultancy at the University of Karlsruhe can confirm. The center recently set up a customized data management system at the Central Baden Fertility Center, which will shortly be opening its doors in Rastatt.

Center. The solution had to be based closely on systems currently used in clinic admin- istration. Management was also keen to work with a regional supplier in a position to provide hardware and software support. Three companies made comprehensive pres- entations to the clinic, carefully addressing its specific requirements based on standard applications. After examining reference cus- tomers, the team eventually chose Setronic from Waldbronn.

Project managers from the Steinbeis transfer center are currently installing the hardware in clinic consulting rooms. They are also in- stalling the software, capturing master data and putting the system through its paces,

Photo: © iStockphoto.com/Alina Isakovich with early involvement of fertility center staff to ensure that they know how to use the system. By the time the clinic opens its The Central Baden Fertility Center has set The fertility clinic took its problem to the doors, staff at the Central Baden Fertility itself a clear goal: to provide patients with Steinbeis Transfer Center for Technology Center will have a powerful data processing ongoing support in fulfilling their desire Consultancy, based at Karlsruhe University. system at their fingertips. to have children, through state-of-the- To capture the type of data processing and art medicine. To assess the realistic likeli- information management actually needed, hood of successful treatment, doctors and the Steinbeis experts organized a series of scientists use some of the most modern workshops with staff from the clinic. The re- laboratory equipment in the world. Yet the sult was a detailed specification list, ranking technology is not still far from ideal, as the each item by priority. This formed the basis underlying software typically used in medi- of a road map for organizing fertility clinic cal establishments is not designed to store procedures. The team also laid down data the type of detailed data required by doc- hierarchies which met the staff’s need to Dipl.-Ing. (FH) Ingo Tillhon tors and physicians. Not only must the sys- share as much information as possible with- Steinbeis Transfer Center for Technology tem store data on individual patients, the out violating patient confidentiality. Consultancy at the University of Karlsruhe rest of the team needs access to general Karlsruhe [email protected] information. At the same time, however, Armed with the workshop results, the Stein- respecting patient confidentiality is para- beis Transfer Center set about identifying a Dr. med. Markus Knoll Kinderwunschzentrum Mittelbaden mount. partner capable of addressing the specific Rastatt requirements of the Central Baden Fertility 24 | Steinbeis

Banks are already using their powers to transfer bad commitments Bad banks are here to stay

The talk on everyone’s lips is of the global economic crisis and its effect on companies, consum- ers and politics. People are still keen to find a definitive solution to the financial crisis that would allow banks to hand on problem investments to a “bad bank”. This approach allows bank to sepa- rate themselves from problematical commitments. But for customers, it could become even more difficult to survive and recover from what are already difficult times. The Steinbeis Consulting Center for Concepts and Solutions for Medium-Sized Enterprises specializes in providing small and medium-sized companies with professional advice.

Several months ago, a medium-sized waiting for the decision, Steinbeis car dealership asked Steinbeis to temporarily managed its cash flow. help it prepare for a meeting with its bank. The dealer had been in the In the meantime, a financing deal red for a number of years and had has been struck in favor of the client. used up all its remaining capital. Its The Steinbeis experts will provide the books showed “negative equity”. The customer with close support during upshot: ongoing liquidity problems, restructuring and help it implement which were constantly being made each course of action on site. up for with loans or yet more credit extensions on The German government its current account. has introduced a variety of measure to help companies, During the meeting it but as things currently stand emerged that the bank had the full negative impact of already passed its commit- the financial crisis has yet ment on to another bank to fun its full course. There within the corporation, a are fears that a large number bank specialized in tak- of small and medium-sized ing on and managing such enterprises will run into li- problem loans. This bad quidity and profit problems. bank is now responsible for When they do, help must be all decision-making relating swift and free from red tape. to any future dealings with the customer. Photo: © iStockphoto.com/nebari Businesses will need a professional finan- The dealer’s bank had been forced to trans- cial expert at their side to provide well- fer its involvement as it was no longer in After the Steinbeis experts had carried out founded advice and support. a position to solve existing financial prob- a detailed continuation assessment and lems with the customer. talking through various courses of action for the banks, all parties created a clear To create clarity for all parties, the Stein- road map defining responsibilities for the beis Consulting Center carried out a busi- planned restructuring. To complement ness analysis on the merits and feasibility the analysis, a refinancing proposal was of the company staying in business. The drafted and tabled before both banks. The Steinbeis experts were also asked to imple- decision-making process was coordinated Oliver Mohr ment a restructuring of the business after by the Steinbeis Consulting Center which Steinbeis Consulting Center for Concepts and Solutions for Medium-Sized Enterprises the analysis and provide the company with managed the flow of information between Horgau near Augsburg, Erlenbach near ongoing support. all parties. To ensure that the company Würzburg [email protected] remained able to do business while it was Steinbeis | 25

Steinbeis University Student investigates open source business model Access permitted!

Gemfony scientific – a spin-off just about to be launched by the Karlsuhe Institute of Technology (KIT) – will base its business plans on open source. As part of his master’s degree at the Steinbeis Business Academy, part of the Steinbeis University in Berlin, MBA graduate Dr. Rüdiger Berlich examined a range of different business models. Expertise and business application have always made good partners, and soon the SteinbeisMBA program will have made a direct contribution to the success of Gemfony scientific.

Providers of open source can gain high numbers of users, albeit at a price: added complexity. With the traditional approach, all that needs to be taken care of is the relationship between the software devel- oper and the customer. When firms have to launch the sort of user groups – or “commu- nities” – required by open source solutions (to discuss the solution), they immediately become involved in two more communica- tion channels: developer/community and indirectly customer/community. Setting up these communication platforms results in additional cost. Another point worth consid- ering is who owns the rights to code snip- pets developed by the community.

While researching suitable business models for Gemfony scientific, Rüdiger Berlich also had to take technical specifications into account, such as technical improvements and distributed computation. He addressed these aspects with an optimization environ- Geneva software shifts around 150 semi-transparent triangles – by coordinates and color ment called Geneva, which stands for grid- – to produce the closest possible replica of the Mona Lisa. enabled evolutionary algorithms (to find Open source development has had a strong to offer alternatives based on the number of out more, visit www.gemfony.com). Geneva and lasting impact on IT in recent years. The users – so even with “free” software, it is still is freely available as open-source software term “open source“ is generally used to refer possible to generate license revenues. Many under certain conditions. Geneva can find to free access to the source code of software open source programs are now released un- solutions of highly complex optimization and an almost unlimited right to distribute der “viral” licenses, one example being the problems in parallel on devices ranging from and modify it. As part of his master’s degree GNU General Public License (GPL) – which, multi-core machines to clusters and Grids, project, Rüdiger Berlich studied the pros and under certain circumstances, can even cover thus significantly accelerating the computa- cons of open source business models and “derivative works”. Sometimes, a client ap- tion. the current level of technology. plication based on GPL software has to be made freely accessible under the same li- In general, open source business models cense terms. Under these circumstances, Katrin Ziem tend to be based on a large number of us- developers opt for dual licensing, making it Steinbeis Transfer Center Site Management ers to keep the software freely available and possible to earn money through commercial and Business Development free of charge. One way to compensate for licenses on the same code. Berlin/Kuppenheim [email protected] low or even non-existent license revenues is 26 | Steinbeis

MFG Baden-Württemberg fosters “clustering” expertise with Steinbeis Managing business clusters – innovatively

To manage industry clusters in the long term, businesses need to keep a close eye on the overall reason for using clusters – and monitor progress. MFG, a media and film company in Baden-Württemberg, sup- ports companies in launching business clusters, especially in IT, creative and knowledge-based branches. It does this by promoting professional cluster management. MFG recently started using an online balanced scorecard developed by the Steinbeis Transfer Center for Site Management and Business Development.

As business becomes ever more global, Ger- pressed with the new application: “The MFG man companies are increasingly having to solution allows me to enter into strategic MFG Baden-Württemberg compete against international competitors. dialog with the rest of the board and track MFG (full name: Medien- und Filmgesell­ schaft Baden-Württemberg mbH) encourages Not only is there intense competition be- network progress precisely.” Work is already and financially supports industrial regions’ tween regions for research and production underway to combine this balanced score- involvement in computing, the media and the facilities, they also fight for skilled workers. card method with benchmarks of the most film industry – as well as other related areas of industry. The company employs more than 60 Salary growth, employment, and future liv- important cluster management success fac- people, broken down into following divisions: ing standards will all be dictated by a re- tors. It could even be integrated into quality MFG Media Development, MFG Film Advance- gion’s ability to position itself against com- management methods such as EFQM. ment and the MFG Foundation. As an innova- tion agency for IT and the media under the petitors. To succeed, a region must recognize auspices of the State of Baden-Württemberg, its strengths and carefully address its weak- When using balanced scorecards, it is im- MFG’s services include the promotion of in- novation, technology management, business nesses. This is where successful “cluster man- portant not to just list objectives, key indi- cluster/network management, and “do it”, an IT agement” comes into play. As management cators and actions. The best approach is an and media initiative. processes become more and more complex, overall strategic concept and measurable The Steinbeis Transfer Center for Site Man- clusters of locations need to have access to steps to achieve objectives. Users need to agement and Business Development reliable information so they can plan their capture interrelated causes and effects and Now based in Bad Krozingen, the center was next steps. Today, online tools have almost adapt to constant changes in competition founded in Freiburg around 10 years ago as near-indispensable when it comes to pro- as part of an ongoing learning process. The a “Balanced Scorecard Institute”. Its central focus: regional economic development. The STC viding up-to-the-minute information. only way to achieve this is through open- was quick to adapt balanced scorecard methods ness and clear communication – the recipe to the specific needs of regional development, A balanced scorecard can provide cluster of success for any successful industry clus- and first started using its own online balanced scorecard in 2005. Applications developed by managers and other key stakeholders with ter. The Steinbeis balanced scorecard plays the center are already in use in a variety of an outline of key issues which need to be an important role in shaping success, as will organisations and companies in Germany and addressed and a clear overview of progress. online benchmarking. Switzerland. The BSC is currently being linked to an Online Benchmarking system to provide To do this, the program has to be available real-time data as a basis for BSC target setting. online in real-time for an unlimited number of people in each cluster, without having to install complex software. The MFG solution uses the Steinbeis balanced scorecard, based on a web-based tool developed by the Stein- Dr. Wilhelm Peters Steinbeis Transfer Center Site beis Transfer Center for Site Management Management and Business Development Bad Krozingen and Business Development. Thomas Hundt, [email protected] board member at bwcon:kreativ, is im- Steinbeis | 27

How can a crisis be turned into an opportunity? Protecting margins during a crisis

Some industries, such as pharmaceuticals, have been little affected, if not left totally unscathed, by the current economic crisis. Others, such as the engineering sector, have to cope with a sales plunges of up to 40 per cent. Even within industries there are winners and losers. The impacts appear to be highly selective. Professor Roland Heger, PhD, head of the Steinbeis Transfer Center for Business Development in Reutlingen, showed managers what they can do to protect margins during a crisis when he gave a talk at a client meeting of an industrial service provider.

likely to attract attention, now, even though they are no cheaper than conventional tech- nology — not for customers to acquire, nor for companies to produce. The crisis accel- erates shifts in consumer behavior: For a number of years we’ve been observing meat consumption decline, now with increasing speed. At the same time, spending on eco- produce, eco-technology, or products that embellish the home is up. Solar panel me- chanics have plenty to do, and interior fit- tings are booming, while new private home building applications are approaching his- toric lows.

If your company does have market-ready products up its sleeves, do launch them, now. If you are developping new products and technologies, and still have the power to finance them, do not slam on the brakes. Heger's invitation to present at a client that it can lower prices during a crisis, but it A crisis intensifies customers' craving for al- meeting came from Stuttgart-based mate- cannot when orders are buoyant. ternative providers, reinforces their willing- co AG, whose main business is renting and ness to try out new technologies, and raises leasing access platforms and service cranes. Mateco is not the only company to discov- the propensity to switch partners. During For mateco’s customers, mainly industrial er that there are alternatives. Right in the a crisis, people within companies are also service providers for the construction and middle of the crisis, a welding technology more willing to strike new paths. building services industry, he exposed how supplier is currently introducing a new pric- the current crisis also provides for opportu- ing structure, another is working on a new The Steinbeis Transfer Center for Business nities to move business forward. Most com- one for next year. These companies are go- Development helps companies develop pric- panies react to a crisis by putting their prices ing against the grain by deliberately react- ing models that match the needs of target down, in order to hold on to their markets. ing to sweeping price cuts in their markets, groups, helps pinpoint growth strategies, After all, that´s what their customers expect. and more specifically addressing customer especially for overseas expansions and the But they don't always stop to check whether ­requirements. migration of business processes to the in- this is really necessary, or estimate the ef- ternet. fect of price cuts on volumes and margins. The current economic situation opens up Professor Roland H. Heger, PhD When volumes go down and price cuts lead opportunities especially for those who do Steinbeis Transfer Center for to tighter margins, companies suffer two- the right positioning. Solutions that reduce Business Development Reutlingen fold: Not only do margins drop — so does energy consumption, such as hybrid tech- [email protected] supplier credibility. It is difficult to explain nology in the automotive industry, are more 28 | Steinbeis +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++ Steinbeis | 29

Small and medium-sized enterprises reap the benefits of knowledge sharing The cross-sector Wissmark project goes from strength to strength

Putting companies from different sectors of industry in the same room creates plenty of room for new momen- tum and exchanging experiences. The Infothek Steinbeis Transfer Center in Villingen-Schwenningen has started a benchmark project coined Wissmark to provide a channel for companies keen to think outside the box to showcase their strengths – and learn from the strengths of others.

Entrepreneurs learns many lessons during companies to search for practical solutions ing your own horizons, learning new things, their career, each shaped by their sector of to their questions that worked well in other hearing how others do it – combining that industry. The lessons can be extremely useful companies. with the ‘food for thought’ workshops pro- for other companies, as many cross-sector vides valuable insights for the companies.” difficulties are impossible to overcome with- In parallel to the meetings, the Infothek out outside support, or without the treasure Steinbeis Transfer Center can (if requested by trove of experience gained by others. One participants) invite experts to talk about spe- issue for companies is: how to access such cial topics. There have already been seminars Best practice examples from the Wissmark experience. on business etiquette and “food for thought” project: workshops on body language and knowledge • Project management/management of industrial design projects The Steinbeis Transfer Center teamed up with management. How to manage complex development the Baden-Württemberg Ministry for Eco- processes nomic Affairs and embarked on a project to One positive side-effect of the project: some • Communicating to the world outside the company address this issue: Wissmark, a benchmark of the companies introduced to each other Targeted development of a corporate design initiative with backing from the ESF. The have turned into long-term partners. One • Financial accounting Making successful use of accounting tools project involves several meetings with com- example is a successful partnership between in the architect’s office panies, normally on-site, to map out their key three companies from different industries • Leadership strengths. These are then summarized as a who are currently starting a joint develop- Leadership strategies in a sales company • Accessing new markets best-practice case study and stored in a da- ment project, impossible without the others, Expanding the portfolio of services and tabase accessible to all participants. due to the size of the undertaking. products in an engineering office

The topics to be looked at are always chosen Wissmark is going down very well and is now Wolfgang Müller by the participating companies themselves in its third successful year. Thomas Holfeld, Steinbeis Transfer Center Infothek to make sure that they remain true to en- Technical Director at STEIN Automation de- Villingen-Schwenningen [email protected] trepreneurial practice. The database allows scribes the benefits of the project as, “Expand- +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++ Steinbeis | 29

State-funded vocational training Employee development, both measurable and targeted

When the going gets tough, you need the right skills, and an ability to adapt. You also need plenty of support. The state is already offering companies 160 million Euros to train staff currently working “short time” – as long as the instructors have AZWV certification issued by the Federal Ministry of Economy and Employment. The TQU Akademie GmbH does – in fact 96 of its courses are AZWV-certified.

Business and managers are currently under Almost all courses offered by the TQU Aka­ of public and political bodies. Having already a great deal of pressure to “think solution” in demie are now AZWV-certified. It was a familiarized itself with the system during order to overcome the challenges posed by highly complex process gaining certification, certification, the TQU Akademie therefore plummeting orders and turnover. Change is but having ISO 9000 certification since 1993 also provides support on such issues to help a must. Companies have to gear themselves and previous AZWV accreditation helped. companies seek funding. to new market conditions, motivate staff The approved seminars meet the quality, and engender loyalty to the company – even curriculum, method and duration standards Around 95 per cent of the money made if wages are dipping and lots of people are required for the courses. available for training is still waiting to be on short time. used, so it is certainly worth arranging an Out of the 160 million euros made avail- appointment with the Employment Agency. One useful tool: state support, in the form of able for courses, according to the Federal It should not be underestimated what this training. Since February 2009, AZWV support Employment Agency only 6.5 million euros could do to improve your company’s chanc- – in the form of a up to 80% subsidy – has has been used until now. The reason for this es of returning to profitable growth. been available for all staff on short time. The is clear: negotiating your way through the WeGebAU program, funds courses for work- labyrinth of funding programs is a labori- ers who have had no training for four years ous task. Many providers fall foul at the first and have not been in state education dur- hurdle when trying to fulfill subsidy condi- Daniela Laubmeier ing this time. It’s a classic training voucher, tions. Not only is the system horrendously TQU Akademie GmbH available to the unemployed or people under bureaucratic, you need intimate knowledge Ulm [email protected] threat of unemployment. of the infrastructure and working methods

New Steinbeis Enterprises SCC Vehicle Safety and CAE, Ulm Steinbeis-Haus Projekt Zwei Ilmenau GmbH, Director: Prof. Dr.-Ing. Dietmar Imbsweiler Stuttgart Abbreviations: Director: Prof. Dr. Dr. h. c. mult. Johann Löhn STC Innovation and Sustainable Leadership (ISL), SCC: Steinbeis Consulting Center Pähl am Ammersee Steinbeis Hacettepe Technology Transfer Center, SRC: Steinbeis Research Center Director: Prof. Dr. Wolfgang Stark Ankara (TR) SIC: Steinbeis Innovation Center Directors: Ilyas Yilmazyildiz STI: Steinbeis Transfer Institute STC IT-Safety and Computer Networks, Aalen Ahmet Riza Balim STC: Steinbeis Transfer Center Director: Prof. Dr. Christoph Karg Dr. Sanem Yalcintas Gülbas FTC: Focos Transfer Center STI Logistics Management, Herrenberg STC Quantitative Finance, Berlin Director: Prof. Dr. Dirk Engelhardt The following Steinbeis Enterprises have been Director: Prof. Dr. Dietmar Hillebrand founded as of July 2009: STC Organic Electronics Consulting, Mannheim SIC IT-based Processes of virtual Organizations Director: Prof. Dr. med. Norbert Gretz SCC Land-Use Planning and Structure Development, (IVO), Bretten Meiningen SCC International Technical Assistance (SITA), Director: Prof. Dr.-Ing. Heiko Thimm Director: Dipl.-Ing. Lutz Gaspers Stuttgart STC METEOR 21, Chemnitz Directors: Dipl.-Wirt.-Ing. August Musch Director: Prof. Dr. habil. Dr.-Ing. Birgit Spanner-Ulmer Dipl.-Kfm. Angelika Meier 30 | Steinbeis +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++ +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++ Steinbeis | 31

Recommended by consumer test organization Stiftung Warentest: start-up portal NewCome.de

Online portals for entrepreneurs provide information on special-interest topics – useful for certain types of en- trepreneurs as a supportive companion during start-ups or when taking over a business. Consumer test organiza- tion Stiftung Warentest took a close look at 14 start-up portals throughout Germany. Among the front runners: Newcome.de, a website run by the Pforzheimbased Steinbeis Transfer Center for Business Development by order of the Baden-Württemberg Ministry of Economic Affairs.

Entrepreneurs and recently appointed CEOs The website offers much more than conven- will find a wealth of regional content and tional editorial content. For instance there services on the Baden-Württemberg portal, is current news, a regional events calendar, covering a diversity of industries, special in- new project lists, useful addresses, and other terests and audiences. Newcome.de is thus interesting media such as vodcasts, podcasts, becoming a pivotal point of online interest downloads, and an online poll for “entrepre- for the target group, not only because it neur of the month”. Newcome.de was also provides timely and independent advice on the only website in the review with an ex- start-ups and management succession, it is ample of Web 2.0 solutions in the form of a also an excellent point of reference. entrepreneurs’ wiki, a fountain of knowledge pool that can even be topped up by users. The quality of the content on the website received particular praise from Stiftung The “from entrepreneurs, for entrepreneurs” Warentest, notching up the highest possible network officially went live in late 2001. Anja Späte score for its “exemplary support for start- Since then, it has become a flagship for all Steinbeis Transfer Center ups, comprehensive coverage of current is- entrepreneurial and management succes- Business Development sues, and excellent content”. sion activity, in a state already known as a Pforzheim [email protected] hotbed of German start-ups.

Making better use of EU INTERREG programs: advice from the Steinbeis-Europa-Zentrum

On 1 June 2009, the Baden-Württemberg Ministry of Economics appointed the Steinbeis-Europa- ­Zentrum (SEZ) as a regional advisory body for the European INTERREG programs of the European ­Territorial Cooperation

As part of the project, the SEZ will advise and • IV C – interregional cooperation. efficiency – as well as stronger cities and supervise prospective applicants, and up- regions. date expert audiences on INTERREG issues in A central priority of SEZ on all of the programs Baden-Württemberg. One of the Ministry of is the fostering of innovation. Innovation Economics’ aims is to make EU grants more projects can relate to anything from setting accessible to companies, local authorities, up and expanding science and technology towns and cities, regional development spon- networks, to enhancing regional research, sors, universities and research institutes. The technology development, and innovation Magdalena Buczek focus of the INTERREG programs: capacity. “Innovation” is also pivotal to fos- Robert Gohla • IV B – transnational cooperation in three tering development in three other key areas Steinbeis-Europa-Zentrum areas: North-West Europe, Central Europe – sustainable transportation and ICT solu- Stuttgart/Karlsruhe [email protected] and the Alpine Space. tions, environmental protection and energy 30 | Steinbeis +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++ +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++Ne w s +++ Steinbeis | 31

New releases from Steinbeis-Edition

Reading – Learning – Understanding Steinbeis-Edition publishes works mirroring the scope of the Steinbeis Network expertise. All titles can be easily ordered via our online shop, at www.Steinbeis-Edition.de

The CAx Scientific Series – Volume 1 a vehicle headlamp to demonstrate the most came Foundation chair- s i Optik Simulation – Einführung in important functions needed to use the light man, building the Stein- Steinbeis

e 1983–2008

LucidShape & LucidDrive simulation program LucidShape: beis Network into what b n Frank Friedrich, Stefan Wendhausen • How to model light sources it has become today. i e t

Alexander von Hoffmann (Ed.) • How to assign optical properties This second edition of S ISBN 978-3-941417-03-8 (German) • How to evaluate the distribution of lumi- the book includes up- nous intensity dated information to Working as an en- • How to illustrate night-time designs the end of 2008. The publication provides a gineer in motor The volume concludes by showing how Lu- fascinating insight into knowledge and vehicle lighting re- cidDrive software can be used to put simu- technology transfer à la Steinbeis, defining quires a firm grasp lation results though a virtual night-time the key success factors of the Network with of computer-aided journey. a potted history of the foundation until technology, or “CAx” 2008. Leading individuals who joined the applications, which Foundation on its journey explain their role are crucial for eval- Steinbeis 1983–2008 in the Steinbeis story, often with personal uating every stage of the development proc- Sigrid Friedrichs, Steinbeis Foundation anecdotes. The appendix provides a compre- ess and making quick adjustments. The CAx ISBN 978-3-938062-94-4 (German, English hensive overview of the people, centers and scientific series complements the manuals version soon to be published) milestones of the Foundation since its inau- issued by software providers to help users guration. gain a fast-track understanding of differ- At the 2008 Steinbeis Day, the Steinbeis Yvonne Hübner ent CAx applications, drawing on lifelike Foundation published a review of the last Steinbeis-Edition projects from business. In the first volume quarter of a century in its book Steinbeis Stuttgart [email protected] of the series, sample CAD data is taken from 1983-2008. In 1983, Professor Dr. Löhn be- Publication details

Transfer. The Steinbeis magazine The magazine for Steinbeis Network employees and customers Edition 3/2009 ISSN 1864-1768 (Print)

Steinbeis GmbH & Co. KG für Technologietransfer Willi-Bleicher-Str. 19 70174 Stuttgart Germany Phone: 0711 – 18 39-5 Fax: 0711 – 18 39-7 00 E-mail: [email protected] Web: www.stw.de

Editorial coordinators: Anja Reinhardt Marina Tiourmina E-mail: [email protected] The author of each article is responsible for the content. The views and opinions expressed in the articles do not necessarily reflect the views and opinions of the editors.

Concept and design: i/i/d Institut für Integriertes Design, Bremen

Overall production: Straub Druck + Medien AG, Schramberg

Photos and images: Unless stated otherwise, photos and images were provided by Steinbeis Enterprises and project partners named in this magazine. cover image: photocase.de ©JOEXX

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