Creating an Entrepreneurial Mindset at Infineon Technologies: The Infineon-Babson Global Manager Development Programme

Abstract

In the brutally competitive world of high technology markets the need to manage and stimulate change is ever-present. A critical component for preparing companies to become 'agile giants' is customized management development intervention that allows participants to learn and problem solve in environments that match closely their corporate challenges. This article describes the longitudinal relationship established between Infineon Technologies, a German semiconductor manufacturer, and Babson College, a leading executive education provider. A centerpiece of the resultant program -running now for 6 years -is an action-based exercise where participants apply concepts and tools to actionable real-world company projects. Our goal is to create a strong opportunity focus whereby the company can quickly identify and bring to market new product ideas while still undertaking rigorous analytical due diligence. We describe the criteria used in selecting an academic partner, considerations employed in designing the program (Global Management Development), the importance of continuous improvement (e.g., taking a program module to China), and the metrics used to measure program performance. We conclude with the lessons learned from the partnership. Critically, these lessons are transferable to other customized program clients and to other executive education providers. Trusted partnerships result from commitment, openness and intellectual curiosity on both sides and it is hoped that this article provides some of the key guidelines required for program and company success.

The future is relational: management development for today and tomorrow

“…(2008), and we detected overlap in terms such as e.g. “problem solving” (Dover et al. , 2008) versus “systems thinking” (Sirianni and Frey, 2001).…”

“…As examples, quite general terms were used such as "leadership practice" in Dover et al (2008), and we detected overlap in terms such as e.g. "problem solving" (Dover et al, 2008) versus "systems thinking" (Sirianni and Frey, 2001). Our first general observation from the data is that the MD literature seems to assume that the academic audience knows what MDP consists of, as evidenced by 9 of the 13 articles on the whole or at times referring to the content of the development as simply either leadership or management skills (See Table 1).…”

“…what is taught to budding managers, was hindered by articles' non-specificity in describing content and a lack of consensus in MDP content terms. As examples, quite general terms were used such as “leadership practice” in Dover et al . (2008), and we detected overlap in terms such as e.g.…”

The Future is Relational: Management Development for Today and Tomorrow

“…As examples, quite general terms were used such as "leadership practice" in Dover, Lawler, and Hilse (2008), and we detected overlap in terms such as, e.g., "problem solving" (Dover et al, 2008) versus "systems thinking" (Sirianni and Frey, 2001). Our first general observation from the data is that the management development literature seems to assume that the academic audience knows what MDP consists of, as evidenced by 9 of the 13 articles on the whole or at times referring to the content of the development as simply either leadership or management skills.…”