Fall/Winter 2010 - Technological Leadership Institute - University of ...

FAL L 2010/ W INT ER 2011TechnologicalLeadershipInside:From the Director . ...... 220 years of leadership . .. 3MSST: a new degreeoffering . ........... 10Supporting TLI . ...... 13Securing our nation’sinfrastructure . ....... 14Trailblazers . ......... 16Institute insights ..... 1875th anniversary . ..... 20TECHNOLOGICAL L EADERSHIP INST I T U T E / COLLEGE OF SC IENC E AND E NGINEERING990010Management of TechnologyCelebrating 20 years of leadership

F R O M T H E D I R E C T O RGreater reach and impactWelcome to the Fall/Winter issue of Technological Leadership.Massoud AminDirector, TLIH.W. Sweatt ChairProfessor, Electrical andComputer EngineeringTLI’s mission is to develop local and global leaders for technology enterprises. Thediverse activities and multiple accomplishments noted in this summary and inthis newsletter are parts of a multi-pronged approach, all contributing to a largerstrategy—working together to shape leadership talent development and positivelyimpact across all sectors of technology-based economies, and pertinent aspects ofscience and engineering leadership in Minnesota and beyond. I am pleased to offer anupdate on our progress during the past year.Building on Strong FoundationsThe 23-year roots of the Institute’s success aredeep, with its foundation and early achievementsthe direct result of the commitment and pioneeringvision for technological leadership and managementtraining for Minnesota’s scientists and engineers.Thanks to that vision and commitment, TLI continuesto develop and deliver an exceptionally rich learningenvironment for the career development needs oftechnical professionals, including: In 1990, TLI’s Master of Science in Management ofTechnology (MOT) program became the first suchprogram at a public university in our nation. Thisissue of Technological Leadership celebrates the20th anniversary of the MOT program launch. The Master of Science in Infrastructure SystemsEngineering (ISE) program’s blend of engineeringand management prepares alumni for positionsof leadership in our critical infrastructurerevitalization and sustainability. Congratulations tothe 10th graduating class: The ISE Class of 2010. The Master of Science in Security Technologies(MSST), TLI’s newest degree, is a 14-month programthat prepares scientists, engineers, and publicpolicy experts for leadership roles and fast-pacedadvancement in the public and private sectors.With the continued commitment of an exceptionalteam of faculty, staff, alumni, students and devotedfriends, TLI continues to fulfill its mission.MOT Accreditation Board (MOTAB) and theInternational Association for Management ofTechnology (IAMOT) Accreditation: In 2009, for thefirst time in the history of the discipline, the IAMOTand the MOTAB began the process of developingworldwide curricular standards within the MOTdiscipline. IAMOT selected the University’s MOT as oneof the six programs (three in Europe and three in theU.S.) for the pilot evaluation. After a rigorous andcomprehensive internal and external review process,our MOT program was granted full accreditation forsix years, the maximum possible.Capstone projects: A key integrative course ineach of our three graduate programs is the capstoneproject class undertaken by student cohorts. For thefifth consecutive year we have 100% retention andgraduation rates for our programs, with all capstoneprojects successfully completed, with sizable realworldapplications and financial impacts.Foresight After Four seminars: Professor Roberto Ballarini, Department of CivilEngineering Head, highlighted the effect of ournation’s critical infrastructure on our nationalsecurity and quality of life. Dr. Rias van Wyk, Director of Technoscan® Centre,spoke on “Technology foresight: Mindset, map1and metrics,” exploring experiences in technologyforesight exercises over the past decade andthe changing requirements associated with theeconomic slowdown.New Graduate Program, Security Technologies: Aspart of TLI’s 2005-2010 strategic plan, a new Masterof Science in Security Technologies (MSST) is offered(www.msst.umn.edu). The program launch—with 33“hand picked” MSST Class of 2011 students—includeda keynote address by Dr. Leigh Blackburn andwelcoming remarks by Commissioner Gopal Khannaand Dean Steven Crouch.Welcome New Colleagues to TLI: My personalwelcome to TLI’s new staff, faculty and boardmembers. Please see the Institute Insights on pages18-19 to meet the new members of our team.75-year celebrationOctober 19th marked the 75th anniversary of thecreation of TLI’s home college, the University’sCollege of Science and Engineering. Please see theannouncement from Dean Crouch on page 20.2 Technological LeadershipFall 2010/Winter 2011 2

MOT—transforming technical experts into technological leaders for more than 20 yearsIn the 1980s, with a desireto keep its competitiveedge, the MinneapolisbasedHoneywell Foundationturned to the University witha significant challenge—develop an educationaloption to transform itsmost promising scientistsand engineers into effectivetechnological leaders. TheUniversity responded with aninnovative solution and, in1990, welcomed the first classof the newly minted Masterof Science in Management ofTechnology (MOT) program.Management of TechnologyCelebrating20 yearsof leadershipWhat began in that first MOT class took root quickly, andthis year, the MOT program at the University of Minnesotaand the College of Science and Engineering has reached anew milestone: The 20-year anniversary of the nation’s firstmanagement of technology (MOT) degree program at a publicuniversity.“The Master of Science in MOT was launched to helptransform working professionals into leaders of technologyintensivecompanies,” says Massoud Amin, director of theTechnological Leadership Institute (TLI), which administersthe MOT degree, Honeywell/Harold W. Sweatt Chair inTechnological Leadership, and professor of electrical andcomputer engineering. “The MOT program’s emphasis is on990harnessing the potential for innovation and technology-basedgrowth with a focus on the business of technology.”Throughout the last 20 years, the MOT program has madeits mark on its students, alumni, and their organizations and,through student and alumni contributions, the economy ofMinnesota.20103 Technological Leadership Fall 2010/Winter 2011 3

1990-2010Management of Technolog y“To date, more than 33 percent ofthe 561 MOT alumni are executives,and another 50 percent are seniormanagers, and they represent more than280 organizations in Minnesota andthroughout the world,” says Prof. Amin.In a 2009 survey—in addition toexecutive duties increasing to 33 percentcompared to 9 percent at program start—alumni said that their job satisfactionjumped from 65 percent before theprogram to 77 percent after the program.Dr. Thomas Dohm, director of theUniversity’s Office of MeasurementServices and senior research psychologist,worked closely with the MOT alumnisurvey. “As an outsider looking in, I seesuccess stories throughout the MOT alumnisurvey results. There is clear evidencesupporting the MOT program’s positiveimpact to the personal and professionallives of its alumni. The development oftechnological leadership talent has aripple effect on the State, national, andworldwide economy and to all who benefitfrom the products of technology-basedleaders’ work and the people they lead.”Prof. Amin said of the survey results,“The MOT program is flourishing beyondexpectations today, thanks to the earlyvisionaries who developed the programover 20 years ago and to the high-techleaders who continue to support it. Thestaff, alumni, TLI Board, and facultycontribution to the excellence of theUniversity’s MOT program is, of course,essential. As the MOT program leads theway into the future, maintaining thesehigh standards of staff, faculty andstudent excellence is both the challengeand key to the program’s success.”Pioneering effortsIt was that leap—from technicalexpert to effective technological leaderthat Honeywell founders—includingthen-President James Renier—had inmind when they began discussionswith the University. Willing to providethe endowment for such an endeavor,Honeywell wanted an educational optionfor its promising engineers and scientiststhat bridged the gap between businessand engineering.“Providing more managementcompetence for engineers and scientists iscritical to ensuring our next generation ofindustry leaders,” said Clinton O. Larsonin the early 1990s. Then corporate vicepresident of operations at Honeywell, headded that the program “provides thecritical knowledge needed to help them23 years at a1994First MOT international residency1987Honeywell Foundation donates $2.7 millionto establish the Center for the Developmentof Technological Leadership (CDTL)MOT completes its first survey of MOTalumni, showing that graduates madegreat leadership and salary gains198919901992 19951997 19981999Jack Shulmanassumes therole of actingdirectorJack Shulmanassumesdirectorship andHarold W. SweattChairFirst MOT classgraduatesThe University of Minnesota and CDTLwelcome the MOT Class of 1992U of M is the first public university inthe nation to offer an MOT programMOT Alumni Associationsponsors its first event as anindependent alumni associationAvram Bar-Cohenbecomesexecutive directorCDTL hosts the NinthInternational Forumon the Managementof Technology“Best of MOT” shortcourse debuts inRochester, MN4 Technological Leadership

The first MOT class—with 36 students—arrived in fall 1990.“We got off to a great start. It was an outstanding classof very good students, and they set the tone for the classesthat followed. I spent 10 years with the program, and I feelit was my best achievement ever.”PROF. YECHIEL “JACK” SHULMAN, founding TLI Director and Harold W. Sweatt Chairbridge the difficult step from performingtechnology to managing technology.”The University received a $2.7million endowment from the HoneywellFoundation to create four endowed chairfaculty positions and establish the Centerfor the Development of TechnologicalLeadership (CDTL), now known as TLI.Building the new program requiredcollaboration among business leaders andfaculty from throughout the University,particularly from the University’s Collegeof Science and Engineering and CarlsonSchool of Management.For companies like Honeywell, 3M,IBM, Medtronic, and many others, thetechnology aspect of the organizationtakes on a role of great significance, saysCarl Adams, information and decisionsciences professor at the Carlson Schoolof Management. With an undergraduatedegree in physics and doctorate inmanagement sciences, Prof. Adams hadthe background needed to be one of thetwo chief architects of Minnesota’s firstmanagement of technology curriculum.“They were basically saying that theMBA degree just didn’t quite provideenough in terms of supporting innovationin a technology-driven company,” saysAdams. “They also told us that theyneeded employees who had the abilityto manage in that technology-richenvironment.”While an adjunct professor in themechanical engineering department,Yechiel “Jack” Shulman received anintriguing invitation from RichardGoldstein, then mechanical engineeringdepartment head.Goldstein knew that Shulman’sbackground included both wide executiveglance2002 2003MOT class of1992 celebrates10-yearanniversarySecond MOTalumni surveycompletedDoug Ernie named as CDTL actingdirectorMassoud Aminnamed CDTLdirector andH.W. SweattChairMOT curriculumassessed andrevampedCDTL beginsscholarship fundraisingcampaign2004200520062007Renewed emphasis on MOTcapstone projects’ increasedimpactsRevamped International MOTProjects as key integrativedeliverablesRenovation of MOT classroom andfacilities is completedMOT-centered workshops and seminarsdelivered in Minnesota (IBM, MayoClinic, Mn/DOT), Cairo, Bangalore,Mumbai, Beijing, Shanghai, Singapore,Malaysia, Vietnam, and Rome200820092009 2010CDTL’s first 5-yearstrategic plan—createdin 2003-04 to strengthenand extend core MOTDNA—is successfullycompletedThird MOT alumni surveycompletedCDTL renamed TechnologicalLeadership Institute (TLI)20th anniversary of MOT programInstitute of Technology (TLI’shome college) renamed Collegeof Science and EngineeringMOT alumni number 561Yechiel “Jack” ShulmanFellowship reachesendowment goalFour MOT fellowships awardedvia the UMore Park Smart GridProjectComprehensive review of MOTprogramMOT granted full accreditationby MOTAB and IAMOTFall 2010/Winter 2011 5

1990-2010Management of Technolog ylevel experience in technology-basedcompanies and broad academic experience.He wanted Shulman to serve as interimdirector of the new center and co-directorof the fledging MOT program. In 1989, theUniversity appointed Shulman as actingdirector and a year later as the first CDTLdirector, director of the MOT graduateprogram, and Honeywell/Harold W. SweattChair in Technological Leadership.Decisions, decisionsShulman and Adams faced the dauntingtask of creating a new degree program ina little over a year. As a start, Shulmanturned to his educational roots forinspiration.He received his Sc.D. in aeronauticsand astronautics from the MassachusettsInstitute of Technology (MIT), whichin 1981 launched the nation’s firstmanagement of technology program, andhis business master’s from the Universityof Chicago Booth School of BusinessExecutive MBA Program.He visited MIT and the University ofChicago to learn more about the detailsof their programs. “Armed with thatinformation, Carl and I started mappingout the MOT program,” he says.First the two outlined the contentfor the curriculum, which involved acombination of modifying existing coursesto focus on the needs of technologydrivenorganizations and developing newofferings.“About two-thirds of the content wasmore or less the traditional managementkind of courses, but positioned to berelevant to management of technologyfirms,” says Adams. “About one-third ofthe content was new courses that wereappropriate for technology firms.”Those new courses included Foundationsof the Management of Technology,Science and Technology Policy, ManagingIntellectual Property, Technology Foresightand Forecasting, and Pivotal Technologies.In addition, the program featured acapstone project—a final project thatoffered students “the chance to tacklea real-life topic of their choice with thesupervision and approval of the faculty,”says Shulman.Other key decisions involved formatand faculty for the new degree program.With busy working professionals as thetarget student, Shulman modeled theformat, with all-day classes on alternateFridays and Saturdays, after that of manyexecutive MBA programs. Adams andShulman also tapped top faculty from theCarlson School and the College of Scienceand Engineering for teaching duties in thenew program.The significant last step was the effortto recruit and enroll students for theinaugural MOT class. Shulman beganmeeting with technology-based companiesthroughout the area, explaining the roleof the new program and asking companiesto consider sending several candidates tothe program.“We needed that kind of buy-in fromcompanies,” says Adams. “We were able toput together a critical mass of students.”Sails upThe first MOT class—with 36 students—arrived in fall 1990. “We got off to agreat start,” says Shulman. “It was anoutstanding class of very good students,and they set the tone for the classes thatfollowed.”After the launch, there was no questionof its continued success. “It was an ideawhose time had come,” says Shulman.With MIT and Minnesota leading theway, more management of technologyprograms began to emerge. Before MITlaunched its program in 1981, only 32MOT Class of 1992graduation, withProfessor Shulman(first row, left)and MOT ProgramCoordinator AndreaNelson (first row,right).6 Technological Leadership

engineering and technology managementprograms existed, all outside the U.S.By 2002, the number of programs grewworldwide to 269, and currently there aremore than 325 management of technologyprograms.The International Association ofManagement of Technology (IAMOT) bringstogether management of technologyadministrators and faculty, and it was atan IAMOT meeting where Shulman metRias van Wyk, then a professor at theUniversity of Cape Town in South Africa.Van Wyk’s efforts to develop a universalstructure of technology knowledge fit wellwith the program’s focus, says Shulman.“His work helped lay the foundation forthe theoretical basis for the managementof technology,” he says.Van Wyk was invited to give apresentation at the University, “TowardsCorporate-Wide Technological Literacy,”as part of the Honeywell/SweattDistinguished Lecture Series. After thelecture, Shulman asked van Wyk toteach in the MOT program. Van Wyk laterbecame the William R. Sweatt Chair inManagement of Technology (MOT).“We thought that students who cometo the program had to have a grasp ofthe entire spectrum of technology,” saysvan Wyk. “We provided that overview inStrategic Technology Analysis. We werethe first university in the U.S. to teachthat.”As a unique degree, management oftechnology offers knowledge in fourkey areas, says van Wyk. They includeknowledge of technology, such as pivotaltechnologies and the universal structurefor technologies; technology-linkedmanagement topics, such as projectmanagement and technology forecasting;general management topics, such asmarketing and finance; and supportingdisciplines, such as economics andstatistics. It also provides a focus onstrategic application.With the program’s foundation firmly inplace, Shulman retired in 2000. “I spent10 years with the program, and I feel itwas my best achievement ever.”“About two-thirds of the MOT program contentwas more or less the traditional managementkind of courses, but positioned to be relevantto management of technology firms. About onethirdof the content was new courses that wereappropriate for technology firms.”–PROF. CARL ADAMS, Information and Decision Sciences, Carlson Schoolof Management“We thought that students had to have a graspof the entire spectrum of technology. Weprovided that overview in Strategic TechnologyAnalysis. We were the first university in the U.S.to teach that.”–PROF. RIAS VAN WYK, former William R. Sweatt Chair in Managementof Technology, TLI“The MOT discipline and degree has a uniquerole, and yet it is incredibly critical forsustainable growth of organizations that arewhat I call technology intensive.”–PROF. LOCKWOOD CARLSON, James J. Renier Visiting Land Grant Chair inTechnological Leadership, TLI“The early students in the MOT program havebeen successful so they have made it known toother people. There is a reputation for quality.”–PROF. ALFRED MARCUS, Edson W. Spencer Chair in Strategic Management,TLI and Strategic Management and Organization, Carlson School ofManagement“Management of technology is no longera collection of separate courses. The MOTcurriculum now leverages an ever-expandingbox of business technology analytical tools.”–PROF. DENNIS POLLA, William R. Sweatt Chair in the Management ofTechnology and current MOT Director of Graduate Studies, TLIFall 2010/Winter 2011 7

1990-2010Management of Technolog yCore strengthsThe MOT program continued to matureand grow, in large part by building onits core strengths, continuing to investin high-quality faculty, and listeningcarefully to students and industry.With the goal of continued involvementfrom industry, CDTL formed an advisoryboard in 1996. Lockwood Carlson, who wasthen heading 3M’s Corporate EnterpriseDevelopment division, was asked to serveas chair.Carlson first discovered the MOTprogram while at 3M, when he supportedstudents in the program. “I hadn’t heardof anything like it that was a master’sprogram, and I thought it was ideal,” hesays.In 2002, he taught his first course inthe program, and throughout the yearssaw the growth—both in terms of thediversity of students, who now came froma broader range of companies, and in thestudents themselves.MOT Class of 1998with Professor vanWyk (second row,right).“The MOT discipline and degree has aunique role, and yet it is incredibly criticalfor sustainable growth of organizationsthat are what I call technology intensive,”says Carlson, Honeywell/James J. RenierVisiting Land Grant Chair in TechnologicalLeadership. “That could be a corporationor educational institution or non-profit,and we have students from all those kindsof organizations.”In particular, the number of studentswith information technology backgroundsbegan to increase. “They wanted to usewhat they learned in the program toimprove their ability to contribute to theirorganizations,” he says.The resulting achievements of the firstgroups of MOT students helped sparkongoing interest in the program.“The early students in the MOT programhave been successful so they have madeit known to other people,” says AlfredMarcus, Edson W. Spencer Chair inStrategic Management and professor ofstrategic management and organization.“There is a reputation for quality.”As more students completed the MOTprogram, a community began to form.In 1995, the first MOT alumni officerswere elected for the purpose of planningalumni events and to support the bondsthat developed during the program amongclassmates.“Students know each other extremelywell as a result of this lock-step program,”says Marcus. “The interaction amongstudents is very, very high and themotivation is very high.”New directions: MOT DNAIn March 2003, Massoud Amin joinedCDTL as its director and began a strategicplan and road-mapping process for thecenter that gathered insights from faculty,alumni, and industry representatives.The resulting action plan includednew activities that leveraged what Amincalls the ‘DNA’ of the MOT, which includesthe key areas of strategic managementof technology, technology analysisand foresight, innovation, leadershipdevelopment, intellectual property andtechnology asset valuation, and newproduct and business development“We wanted to build on the corestrength of the management of technologyas a field and increase its impactand visibility locally, nationally, andinternationally,” says Amin, who leda revamping of the MOT curriculum bymodifying seven courses, adding two newcourses, and updating content.As a result, 24 percent of courses in thecurrent 36-credit MOT curriculum focus ona core business foundation, 62 percent onstrategic technology management, and 14percent on leadership.In addition, faculty also integratedthe curriculum, linking its first-yearcore business foundation with contentin subsequent strategic technologymanagement courses.“Management of technology is no longera collection of separate courses,” saysDennis Polla, Honeywell/William R. Sweatt8 Technological Leadership

“The MOT program is flourishing beyond expectations today,thanks to the early visionaries who developed the programover 20 years ago and to the high-tech leaders who continueto support it. As the MOT program leads the way into thefuture, maintaining these high standards of staff, facultyand student excellence is both the challenge and key to theprogram’s success.”–PROF. MASSOUD AMIN, Harold W. Sweatt Chair and TLI DirectorChair in the Management of Technologyand current MOT director of graduatestudies, who has taught the PivotalTechnologies course since the program’sstart. “The MOT curriculum now leveragesan ever-expanding box of businesstechnology analytical tools.”The changes translate into greateropportunities for MOT students.“Our MOT students learn to leveragetechnology across all facets of businessoperations from research and developmentto successful market launch; to master thebasics of finance, accounting, operations,marketing, and research and development;to lead people, projects, and processes;to map, track, and forecast existing andemerging technology trends and evaluateglobal opportunities and threats; and toapply what they learn and bring directvalue back to their organization,” saysAmin.In October 2008, Prof. Amin wasasked by the International Associationof Management of Technology (IAMOT)to have the University’s MOT be one ofsix programs in the World (three in theU.S.) evaluated for the first-ever MOTaccreditation.“From 2009-2010, the MOT programunderwent a rigorous and comprehensiveinternal and external review process bythe MOT Accreditation Board (MOTAB) andthe IAMOT, with a 360-degree evaluationof both the program and TLI. It was ahuge benefit to have a fresh look andcomprehensive assessments,” says Prof.Amin. “And, thanks to the committedefforts of our team, colleagues at MOTABand IAMOT, the University’s MOT programwas granted full accreditation for sixyears, the maximum possible.”The acknowledged value of the MOTexperience also helps explain its longevity.“The bottom line is that we definitelyhave a quality product and that qualityproduct is recognized by the businesscommunity,” says Prof. Polla.In 2009, CDTL was renamed theTechnological Leadership Institutewith the vision to be a world leader ineducation and collaborative research intechnological leadership and management.For the MOT program, that visiontranslates into a continued commitmentto provide a world-class, multidisciplinaryMOT education and to advancemanagement of technology science andpractice in the global economy throughcollaborative research initiatives thatalign with the MOT ‘DNA.’“The MOT program is more relevanttoday than ever,” says Prof. Amin. “We areproud of our legacy of the past 20 years,and we remain passionate about our visionand mission.”MOT Class of 2012begin their studies,Fall 2010.Fall 2010/Winter 2011 9

TLI’s newest program is a 14-month master’s in state-of-the-art security technologiesTLI’s newest graduate degree: The MSSTThreats to business and national security are constantly evolving. The University of Minnesota’sMaster of Science in Security Technologies degree (MSST) prepares students to anticipate everevolvingthreats, manage risk and discover new methods of protection. Program graduates will helpcreate, develop, and implement the next generation of critical security measures.This message resonated with prospective studentsand seasoned professionals in focus groups heldto help formulate the program content of theTechnological Leadership Institute’s (TLI) newestprogram.The MSST enrolled its first class in June 2010.The program offers current and aspiring analyticaland risk management policymakers and innovatorsthe tools to meet a rapidly growing demand in bothbusiness and industry-related security and privacywhile maintaining civil liberties.“The objective of the MSST program is to lookbeyond necessary safeguards such as dogs, guns,cameras, and guards,” noted Prof. Massoud Amin,TLI director and MSST director of graduate studies.“We must focus on the increased role of scienceand technology in better protecting the nation, itsinfrastructure and economy. The MSST program alsofocuses on addressing and protecting ancillary issuesoften connected to privacy, values and how theseinteract with the security practices many of us takefor granted.”TLI is an interdisciplinary center that bringstogether experts from various fields and providesthe most robust possible programs to meet emergingneeds. TLI’s goal is to serve tech-based businesses bylistening to them and developing programs to servetheir employees.According to Michael Osterholm, professor ofenvironmental health sciences and infectious diseasesexpert, “There are many different threats to oursafety, including those that are intentional andunintentional, explosive or biologic. Some threatsare devised by people and others come from MotherNature. We have to plan for the silent, undetectablebiological agent that can disrupt our lives before weare aware of it.”Multiple stakeholders contribute toan exceptional programIn 2004, an extensive strategic planning processled the TLI Advisory Board to identify severaldirections for the Institute. The board concluded thatit would be valuable to build on TLI’s expertise byapplying the “MOT (management of technology) DNA”to the technological management of: 1) biosciencesand medical devices; 2) energy and environment; or3) security technologiescontinued on p. 1210 Technological Leadership

MSST off and runningWhen the TLI board members starteddiscussion of potential new programs in2004, they were onto something. Theirdiscussion led to TLI’s focus group researchand extensive collaboration with academicdepartments and colleagues. The resultwas the University’s Master of Science inSecurity Technologies (MSST) program. TLIand the University of Minnesota craftedthe MSST curriculum to respond to theclearly-expressed marketplace needs insecurity technologies training.The MSST program takes amultidisciplinary view of security issuesand technologies, and faculty are drawnfrom eight different colleges at theUniversity of Minnesota. The programis completed in just 14 months and, insummer 2010, the first student cohortmet with 12 faculty members who coveredtopics in Security Science in TechnologyFoundations, Critical InfrastructureProtection, and Psychology and BehaviorIntelligence for Homeland Security.After completing the first semester ofthe new program, we spoke with someMSST faculty and students to get theirfirsthand assessment of it.College of Liberal Arts and UniversityMcKnight Land-Grant Professor, RonaldKrebs was one of thefirst to join the MSSTfaculty team. “WhenProf. Amin approachedme regarding the MSSTprogram, it didn’ttake much to bringme on board, for tworeasons. First, because of the program’sincredibly important mission. And second,because it was an exciting opportunityto engage with a broad range of studentswith extraordinarily varied interests andbackgrounds.”In his MSST class, Psychology andBehavior Intelligence for HomelandSecurity, Prof. Krebs hopes that “I helpedmake my students aware of the ways inwhich security is used politically both athome and abroad. Indeed, it turns outthat the very security measures that aremost politically attractive are often leasteffective.“After my first summer teaching in theMSST program, I loved it. Because thestudents were as broad and varied as I“The MSST program is one ofthe very few paths for me totake to get my ‘dream job.’ Theprogram has both met and far,far exceeded my expectations.Security technologies skills arein demand in the marketplacenow and in the future. Myadvice to other securitytechnology professionals is toconsider this program, too.”– JA SON KOE L L N E R , MSST Class of 2011expected, I learned as much from them—no, actually more!—as they learned fromme.”Humphrey Institute of Public Affairsassociate professor Jennifer Kuzma, partof the multidisciplinary MSST facultyteam, stated that, “Security issues areimportant and programs like this areneeded for society to deal with themin analytical, responsible, and ethicalways—I wanted to contribute to thisneed. In my classes, students get anoverview of biosecurity policy, riskanalysis and systems modeling, which areanalytical frameworks and tools that theMSST students can use in their pursuit ofstudying security issues.”After one semester teaching in the MSSTprogram, Prof. Kuzma stated, “I taughttwo sessions of theCritical InfrastructureProtection class, and Ireally enjoyed it. Thecaliber of the studentswas outstanding andI learned a great dealfrom them. Discussionflowed easily with a lot of multidirectionallearning among peers as wellas from me.“There was a lot of knowledge andenergy in the classroom, which madeit easy to teach and encourage selflearning.For other security technologiesprofessionals considering this program,what I’ve seen as an instructor is thatyou’ll be surrounded by a great group ofcolleagues, you’ll get interdisciplinaryperspectives on security technologyproblems and opportunities, and you’lllikely be in demand after graduating.”Two MSST students, Samuel Musse,data security consultant for US Bancorp,and Jason Koellner, security operationsspecialist for Wells Fargo Co., had this tosay.“I thought the MSST program wouldjust focus on cyber security,” said Mr.Musse. “But it’s muchbroader than that, whichallows you to see howthe multiple facets ofsecurity are connectedto one another. Forexample, we havefaculty from manydifferent colleges at the U, and the facultyexpertise in the field is amazing! Theprogram has allowed me to view securityfrom a broader and deeper perspective andsee what needs to be done.”Mr. Musse continued, “I chose the MSSTprogram to expand the skills I neededto assess, protect, and defend againstthreats to my organization’s informationsystems infrastructure. The MSST programexperience exceeded my expectationsin every way. I am impressed with thequality of faculty and fellow classmates,and I have been exposed to new andvaluable security technologies that I amalready using and will also be able to carryforward into my profession.”Jason Koellner added, “Securitytechnologies skills are in demand in themarketplace now andin the future—whichis good news for mebecause it’s my field ofchoice. As one of theonly programs like thisin the nation, I feel thatthe University’s MSSTprogram will prepare me for my ‘dreamjob.’ I’m learning from the top minds inthe field—it’s an incredible treat and Irelish every moment.“I pursued the MSST to learn more aboutmy profession and to further my careerin it,” said Mr. Koellner. “The programhas both met and far, far exceeded myexpectations. My advice to other securitytechnology professionals is to considerthis program, too.”Fall 2010/Winter 2011 11

p The MSST Class of 2011t MSST faculty (l-r): Joseph Goldman, KevinLinderman, Steven Goldsmith, George Welles, RaymondSpack, Brian, Isle, Elizabeth Amin, Massoud AminFocus groups of employers andother security professionals led to theconclusion that security technologies isa field not adequately addressed at thegraduate level in our region. Subsequentmeetings with industry professionals,faculty and prospective students haveverified this finding.Designed to develop security industryleaders and systems managementprofessionals across a range of public andprivate enterprises, the 14-month MSSTprogram takes a systemic approach tosecurity, allowing students to specialize ineither policy and management or a scienceand engineering discipline.The program was designed for two typesof students: career in the design or manufacture ofsecurity systems and technologies. years of work experience in a fieldwhere security and risk managementand policy are becoming increasinglycritical.Christopher Buse, chief informationsecurity officer for the State ofMinnesota noted, “Too many peoplethink that information security issimply a technology issue. But in today’sinterconnected world, security leadersmust blend strong technology skillswith many other business-focused skills,including risk management, law, securitygovernance, and compliance.“This program” said Buse, “is one of thefirst in our area that is geared towardsdeveloping security executives, peoplewith the wherewithal to lead the largestprograms in the public or private sector.”Christopher Terzich, vice president atWells Fargo, has been involved in MSSTprogram discussions from the earlyplanning stages. As someone who hiressecurity professionals, Mr. Terzich statedthat, “When I looked at this program, Iwas drawn to its approach to the securitylandscape as a system of systems.“The security threat environment ischanging faster than ever,” said Terzich.“To be able to look at it systematicallywill be a baseline in the future. The threatenvironment is becoming more and morecomplex and this program is the mostcomprehensive look at security that I’veseen.“In seeking new hires, I seek peoplewho understand how complex andinterdependent all of our systems are—computers, people, and infrastructure.Coming out of school with anunderstanding of those complexities willmake MSST graduates very employable.”Unanimous approvalAs an interdisciplinary program, theMSST was considered and unanimouslyapproved by the following policy andreview committees–which culminated inapproval by the University of MinnesotaProvost and Board of Regents in February2009: Health Sciences Policy and ReviewCouncil; Engineering, Physical andMathematical Sciences Policy and ReviewCouncil; Social Sciences Policy and ReviewCouncil; Graduate School’s ExecutiveCommittee.The MSST program bridges disciplinesto address multi-scale, local-to-nationaland global security science andtechnology-based areas of need; seedinginnovative capabilities while enablinginterdisciplinary connections for studentswith direct links to industry, business andgovernment partners.The curriculum reflects Prof. Amin’sbelief that, “unless we take action tocounteract the trend, increased securityputs us at risk for decreased civil liberties.For this reason, an emphasis is includedon privacy law, social responsibility andethics.”June 2010 Inaugural ClassApproval is just the first major hurdle inestablishing a new degree program. Sinceits approval, Prof. Amin worked closelywith MSST faculty members to fine-tunethe varied but cohesive curriculum for theJune 2010 inaugural class.While primarily designed as a full-timemaster of science degree, other programoptions are the Security TechnologiesM.S. and Ph.D. minor options for graduatestudents in related areas of study.MSST faculty member, Prof. Osterholm,stated, “This program takes a renaissanceview of security. It embodies a wide rangeof disciplines and encourages students towork outside of traditional silos, makingthe MSST unique in the nation.” He added,“Massoud Amin is the right person at theright time and place to pull together aunique and meaningful program.”Prof. Amin and the MSST programhave been featured on two segments ofNational Public Radio’s “Future Tense” andon CNN (http://tli.umn.edu/news_events/tlinews).In a front-page article in the Universityof Minnesota’s student newspaper,the Minnesota Daily, Prof. Amin said:“Societies have become increasinglydependent upon networks of criticalinfrastructure—energy, the [electricpower] grid, cyber communication,finance, transportation and others—…[making] countries like the United Statesmore vulnerable to massive attacks.”To find out more about summer 2011admission or general MSST programinformation, please contact us at612-624-4380.12 Technological Leadership

TLI’s 2004 strategic plan led to scholarship fundraising to meet student needsSupporting TLIDirector’s updateTLI continues to offer cutting-edge professional education, collaborative research andtargeted consulting services. Your financial support will make it possible for us to remaina world-class leader in technological leadership and management.Fellowship FundsThe students who entered the first MOT classin 1990 benefited greatly from the supportof their employers. In a survey of programalumni, 75% reported that their organizationsprovided 100% funding in 1990-1997; butfor 2003-2009, fewer than 20% of studentsreceived 75% or more employer support. TLIhas continually reduced costs and kept tuitionincreases far below norms. In December 2004,the Institute announced an Annual Campaignfor Technological Leadership and Managementto fund scholarships.I am pleased to report that thanks to yourgenerous support, we have moved forward inthis front, with more work to be done. Thestatus of the funds follows: Yechiel (Jack) Shulman Leadership Award:A merit-based scholarship award to supportMOT students with the highest potentialfor fast-tracked, technological leadership,reached the minimum goal of $25,000. Asa fellowship-generating endowment, theShulman Award qualified for a match by theUniversity and, in fall 2011, the first annualfellowship of $2,500 will be awarded to oneof the 60-65 students enrolled in the MOTprogram. Rias van Wyk Foresight Award: A meritbasedscholarship to support MOT studentsfocusing on technology foresight, now totals$13,700, which will support an annual $2,500fellowship for about six years.In celebration, TLI hosted a reception inmid May 2010, with participation of Prof. JackShulman, Dr. Rias van Wyk, TLI faculty, staff,students, alumni, and friends.UMore Park Fellows: Smart Grid CapstoneProjectsOur thanks to colleagues Carla Carlson(Executive Director, UMore Park AcademicInitiatives, and Vice President of the UMoreDevelopment LLC) and Charles Muscoplat(President of UMore Development LLC, McKnightPresidential Leadership Chair and Professor) fortheir generous support and award of four MOTstudent fellowships.The $15,000-per-person fellowships wereestablished for MOT student projects thatprovide comprehensive analyses to lay thefoundation for the UMore Park as a sustainable,smart-grid community. Congratulations toMOT2011 students Eric Bohnert, Andrew Fraser,Hope Johnson, and Shanna Leeland.We thank you for your support of TLI’s missionand all who have contributed. To further sponsorfellowships or support TLI, please contact me.Fall 2010/Winter 2011 13

Incorporating security as an integral part of the nation’s physical infrastructureSecuring our nation’s infrastructuresVirtually every economic and social function in the United States depends on secure and reliableinfrastructure. These vital lifelines include the transportation networks, pipelines, power lines, into the 21st century, this national infrastructure has become increasingly interconnected and complex.However, we have not significantly changed how we design, maintain, upgrade, and retrofit it.The Technological Leadership Institute (TLI),in partnership with the University of Minnesota’sDepartment of Civil Engineering, has offered a Masterof Science in Infrastructure Systems Engineering(ISE) program since 2000. The ISE program helpscivil engineers, city managers, planners, and othersevaluate and maintain the health, security, andprotection of infrastructure systems.“Our current practice for managing infrastructureis on an item-by-item basis, like treating bridgesseparately from sewer systems,” says Vaughan Voller,Professor and Director of Graduate Studies for ISE.“Instead, infrastructure should be managed on asystems level.”Voller says the ISE program’s objective is to breakmyopic approaches and instead recognize the holisticinterdependencies between civil infrastructures.While a systems approach has many advantages,it can increase vulnerabilities to disturbances,like natural disasters, deliberate attacks, materialfailure, or even overuse. The Critical InfrastructureSecurity and Protection (CISP) course addresses thesevulnerabilities head-on.“The elegance of the CISP course taught by Prof.Massourd Amin is that it shows how to incorporatesecurity in civil infrastructure systems managementand operation without compromising the engineeringfunctionality,” says Voller.However, infrastructure professionals often fearsecurity, says Amin, TLI director and Honeywell/Harold W. Sweatt Chair. “We take that worry and fearand turn it into actionable, positive remedies we canafford.”Layered defenseThe most effective way to prevent or localize adisturbance is a layered defense, similar to what theDepartment of Defense calls “defense in depth,” saysAmin.In the case of terrorism, implementing manycheckpoints minimizes an intruder’s probability ofpenetrating all layers. “It alleviates the old, tiredsaying that we have only one chance to catch thebad guys. With a layered approach, we have multiplechances,” says Amin.14 Technological Leadership

“Our current practice for managing infrastructure is onan item-by-item basis, like treating bridges separatelyfrom sewer systems. Instead, infrastructure should bemanaged on a systems level.”Jennifer Zink and her ISE teammatesAdam Ahrndt and Jason Grode exploredhow a layered approach mitigatesthe vulnerabilities of terrorism andinformation technology (IT) in their ISECapstone Project class.A notable recommendation was forengineers to collaborate with experts inIT, cyber security, terror threat ratings,and computer science. “One of thegreatest assets in security protection ispeople working together as a team,” Zink’steam reports.InterdependenciesWhile bridges themselves are not overlydependent upon other infrastructure,other components of society rely heavilyon bridges, especially emergency services,as Mark Pribula and his teammatesMichael Ferry, Neile Reider, and MarkSchoenfelder revealed in their capstoneproject.Police, fire, and rescue squads need tocross bridges in most geographic areas ofthe Twin Cities. A bridge closure couldincrease response time in a coordinatedattack and increase loss of life or damageto property regardless of the disturbance.What’s critical is evaluating both obviousand less obvious interdependences ofinfrastructure.As a bridge inspection engineer forMn/DOT, Pribula has incorporated thisviewpoint as he looks for vulnerabilities.“It’s not just steel and concrete. I now seeelectrical components, utility conduits,and surrounding power lines,” he says. “Idon’t even think about it anymore. I justdo it.”Security and society’sneedsTo navigate our strained transportationsystem, users require better mobilityand safety. Intelligent transportationsystems (ITS), such as overhead variablemessage signs, 511 service, automated tollcollection, and embedded roadway sensors,help meet that demand.—PROF. VAUGHAN VOLLER, ISE Director of Graduate StudiesGeoff Bitner and his teammates TiffanyKautz and Steve Kummer explainedhow interconnected ITS componentsrely on information managementand centralization, which leads tovulnerabilities.Information across the network mustbe efficiently collected and shared withother components in real time. However,this integration makes it more difficultto isolate localized damage. Also, awidespread compromise increases thelikelihood of a catastrophic system-widecollapse.When Bitner’s team evaluated the risksand vulnerabilities to an ITS network,it also considered civil liberties. Theirconcern, to paraphrase Benjamin Franklin,is that when liberty is compromised forsecurity, then both are lost.“I originally thought they weremutually exclusive. Now I understandthat we can increase security while stillprotecting privacy and personal freedoms,”says Bitner.ObligationsThe vast size and wide distributionof our nation’s infrastructure ensuresits integrity as a whole, but does notinherently protect any one part frombeing disrupted. Whether national,regional, local, or a combination, anydisturbance causes varying degreesof economic, social, and politicalrepercussions, says Amin.One of the most importantbreakthroughs in security understandingand threat prevention is that security isreally no security if strategies are static,as Zink’s team came to realize. Publicand private infrastructure organizationsmust approach security as a dynamic andconstantly self-improving process.To put it another way: “We takeour infrastructure for granted and weshouldn’t. We are obligated to take care ofwhat we build,” says Pribula.Nationalinfrastructurestatistics46,893miles of Interstate highway 15,233public-use airports 194,313miles of freight railroads 126,000miles of navigable water channels 1169,346miles of oil pipelines 11,214,000miles of gas transmission lines 1599,766bridges 1155,000public drinking water systems 279,000dams 3217,000miles of high-voltage lines163,300,000Internet users 4Fall 2010/Winter 2011 15SOURCES: 1 Bureau of Transportation Statistics Pocket Guide to Transportation, 2 Environmental Protection Agency, 3 National Inventory of Dams, 4 comScore

MOT faculty member studies the entrepreneurs who started small and built bigTrail blazersAfter listening to successful local entrepreneurs, such as Bob Kierlin of Fastenal Company, share their “Minnesota has the highest per capita concentration of Fortune 500 companies in the nation, andthat is quite a significant achievement,” he says. “The entrepreneurs who built those great companieshave tremendous lessons to offer.”Of the 36 Minnesota entrepreneurs who built $100million companies from scratch, Rao interviewed 28for his recently published book, Bootstrap to Billions:Proven Rules from Entrepreneurs who Built GreatCompanies from Scratch.Rao, an adjunct professor at the University’sCarlson School of Management, shares his expertisewith students in the Management of Technology(MOT) Program at the Technological LeadershipInstitute. He also serves as an entrepreneurialcolumnist for Forbes.com and as president ofInterFinance Corp, a consulting company that advisesorganizations on business and financing strategies,conducts workshops on financing, and publishes.Rao has spent his career focusing on financeand venture capital. His previous positions includemanaging director of four successful turnarounds,chair of one company, director of financialinstitutions, and vice president of an investmentcompany.As a venture capitalist, his work helpedlaunch businesses, but talking to the successfulentrepreneurs for his book proved an unexpected,eye-opening experience.“There has been a major assumption that you can’tbuild a great company without venture capital,” saysRao. “What this book showed is that there are otherways of building great companies.”For example, Richard Schulze used vendors as asource of capital as he grew retail giant Best Buy.Instead of turning to venture capitalists, RichardBurke used strategic alliances to fund the startupthat became UnitedHealth Group.“Most of these entrepreneurs never used venturecapital in any form,” says Rao. “They found uniqueways of building and growing the business. Theyfound ways to survive and grow without going tofinancial institutions. They bootstrapped.”Why doesn’t venture capital seem to act asthe engine for the growth of great companies inMinnesota?Great companies, great lessonsNo Fortune 500companies werestarted inMinnesota inthe last twodecades. Understandingthe impetus that generates suchsuccessful and significant employerscan help the economy in the future,says Dileep Rao, author of the new bookBootstrap to Billions, adjunct professorat the Carlson School, and MOT facultymember.“In the last 25 years, we seem to havecompletely missed the boat,” he says. “Wehaven’t figured out how to do as well asother areas, such as Silicon Valley, evenwith investment money available.”The entrepreneurs who did succeedin building major companies offer someimportant lessons that can help bolsterbusiness and the economy, says Rao, whointerviewed 28 of them for his book. Encouraging entrepreneurs and focusingon their effectiveness offers tremendouspotential to create jobs. “We have to goback to the passion of the entrepreneursand help them succeed in a globalmarketplace.” Thesuccessful entrepreneurs in Rao’s bookrelied on other options than venturecapital to finance their business. Successful entrepreneursstayed humble and never stoppedlearning. “They learned what they didn’tknow. They grew with their company.” The vast majority ofentrepreneurs found opportunity inemerging trends. “One of the keys theseentrepreneurs used to succeed wasriding on the giant waves.”For more information about Bootstrap toBillions, visit uentrepreneurs.com/16 Technological Leadership

“That is the $64 billion question, and thereare many reasons,” says Rao. “One reason is thatventure capitalists do well when they are able toinvest in potential home runs in a high-potentialemerging industry. Minnesota has not had anypotential home runs in high-potential emergingindustries for a while.“Another reason is that when venture capitalistsinvest in a company, they expect very high returns.They often want to put professional managers inplace, and there is pressure for rapid growth for rapidreturns. Often this does not work.”By contrast, the successful companies that did notuse venture capital grew at a less forced pace—onethat better matched the nuances of the marketplaceand the capabilities of the company.His interviews with entrepreneurs such as Schulze,Burke, Kierlin, Glen Taylor of Taylor Corporation andthe Minnesota Timberwolves, Horst Rechelbacher,founder of Aveda Corp., Stephen Shank, founderand chair of Capella Education Co., Gary Holmes,president and CEO of CSM Corp., and Earl Bakken,founder of Medtronic, among others, also reinforcedthe importance of supporting the entrepreneur (seeLessons on page 16).“When I worked in finance, I thought that thesun rose and set with finance,” he says. “I think thesun should rise and set with entrepreneurs and thepassion that entrepreneurs possess.”Rao brings those lessons forward in his classes. Hedeveloped the Financial Management for Technology-Based Organizations course for MOT students as acombination of corporate finance and entrepreneurialfinance more than seven years ago and continuesto teach it. He provides MOT students with theframework to understand the role that finance playsin business and in new product development. Heenjoys teaching MOT students.“They are intelligent,” he says. “They arededicated. And they are interested to know howfinance affects their professional and personal lives.”In his class, MOT students complete a project thatrequires them to apply what they learned to a newproduct development situation.“I encourage them to tackle a real-life issue,”he says. As his experiences with the bookshow, “understanding the options can make thedifference.”MOT 2010 IMTP experienceThe 15th annual International Management of TechnologyProject (IMTP 2010) course was successfully deliveredin Singapore and Vietnam last March. Led by Prof. DennisPolla, Honeywell/William R. Sweatt Chair and MOT directorof graduate studies, the 30 students in the MOT Class of 2010assessed technology business opportunities in these twonations.This year, the class set out with the objective of contrastingtwo very different national technology strategies practicedin Singapore and Vietnam while carrying out six evaluationstudies of specific technology business sectors and potentialopportunities for global business collaborations particularlywith their Minnesota sponsoring corporations.A diverse mixture of organizations—universities,government agencies, and large and small corporations—hosted the MOT students.In Singapore the U.S. Embassy and American Chamber ofCommerce provided an overview of U.S. corporate presenceand importance with subsequent visits to GlaxoSmithKline,Boeing, Philips Electronics, Goodrich, iWOW, the EconomicDevelopment Board, and four research organization visits withthe Agency for Science Technology and Research. The class alsovisited the National University of Singapore’s Management ofTechnology Director, Professor Chang Chieh Hang and learnedabout technology management principles needed for operationsin Asia.The U.S. Consulate in Ho Chi Minh City provided an overviewof the economic and commercial environments of Vietnam’seconomy. Twenty-four Vietnamese organizations hosted theMinnesota students including Intel, Saigon Hi-Tech Park, HoChi Minh University of Technology, and the Laboratory forNanotechnology. Government strategy perspectives by the U.S.Office of Naval Research—Global and the Vietnam Minister ofScience and Technology completed the international residency.Prof. Polla commented “This was an intense trip with over 40international organizations interacting and collaborating withMinnesota companies. Both Singapore and Vietnam rolled-outthe red carpet for our students.”The IMTP 2010 experience did not end in Asia. Studentsalso presented a final out-briefing to State of Minnesota ChiefInformation Officer, Commissioner Gopal Khanna.Fall 2010/Winter 2011 17

I NST I T U T EInsightsTLI’s new GeminiChair and seniorfellowMs. Theresa (Tess)Surprenant joined TLI as thesecond faculty member to holdthe GeminiChair sincethe chair wasendowed in2006, takingover whereMr. KirkFroggatt, nowVP of talentdevelopment at Ecolab, started.Ms. Surprenant has heldpositions of increasingresponsibility in salesand marketing in severaltechnology-based industrysectors, including informationtechnology, chemical andhealthcare at Coloplast Corp.,HNC Software (now FICO),United Airlines, ArmstrongWorld Industries, BASF Pharma,and most recently at theUniversity of Minnesota.At the University, Ms.Surprenant was associateprogram director and adjunctfaculty at the Carlson Schoolof Management, responsiblefor marketing and businessdevelopment.As the TLI Gemini Chair,Ms. Surprenant teaches twoundergraduate courses (MOT4001 and MOT 5001), thegraduate-level MOT leadershipeffectiveness seminar series,and a college-wide halfdaypanel on science andengineering entrepreneurshipfor juniors and seniors inthe College of Science andEngineering.Ms. Surprenant’s researchinvolves investigatingfactors that affect successfultechnology transfer, historyof commercialization ofpivotal/unprecedentedtechnologies, characteristicsof effective leadership withinentrepreneurial environments,and developing and managinga “personal brand” for careerdevelopment.Along with a B.S. intechnical communications andMr. Jeff BakkenPresident, TikalMs. Becky BergmanVice president of Engineering,MedtronicMr. Jon CarlsonCEO, Braun Intertec Corp. andMOT alumnusDr. Lockwood CarlsonPresident, Lockwood Carlson LLCTLI James Renier Chair (retiredCorporate Scientist at 3M)Mr. Tim CassidySenior director, Best Buy andMOT alumnusMr. Doug DeHaanSenior vice president, Seagatean M.S. in the management oftechnology from the Universityof Minnesota, Ms. Surprenant ispursuing a Ph.D. in the historyof science, technology andmedicine, also at the U of M.TLI adds new staffmembersTLI is pleased to welcome thefollowing new staff membersas well.Current and new TLI board membersWe are very grateful to the TLI Advisory Board members for their continued commitment tothe mission of TLI, and for their feedback and leadership. The three newly-elected TLI AdvisoryBoard members are highlighted in bold below: Mr. Kirk FroggattVice president, TalentDevelopment, Ecolab Inc.TLI senior fellow (formerlyTLI’s first Gemini Chair)Mr. Clark GellingsVice president, Electric PowerResearch Institute (EPRI)Mr. S. Arnie JohnsonSenior director, BAE Systemsand MOT alumnus Commissioner GopalKhannaCIO, Office of EnterpriseTechnology, State ofMinnesotaMr. Jerry LoblandChair of informationtechnology, Mayo ClinicMs. Maureen Long joinedTLI to fill the new position ofStudent Communications andSupport Associate. Ms. Long isresponsible for student supportservices and web and technicalcommunications management.Ms. Long has a bachelor’sdegree in music and a master’sin counseling and familypsychology. Most recently, Ms.Long worked in the Dean’sOffice at William MitchellCollege of Law. She has alsoMr. Paul MattsonLeader of Global Solutions,IBMDr. Ron PetersonPeterson TechnologyBusiness Strategies Inc.(retired CTO at Honeywell) Mr. Gary SmabyFounder and Principal,Smaby Group (formerlyManaging director, PiperJaffray)Mr. Michael WrightFounder and Principal,Applied Global Strategies,LLCMr. Murad VelaniPresident, O Group andLongitude Partners and MOTalumnus18 Technological Leadership

Maureen Long Jill Ridley Dan Faustgenheld student services andfaculty support positions atthe University of Minnesota’sHumphrey Institute and Schoolof Physics. At the HumphreyInstitute, she was the winnerof the Civil Service and JimJernberg awards.Ms. Jill Ridley hasassumed accounting andother administrative dutiesat TLI. “I was attracted to thejob because of the variety ofwork involved in this positionincluding accounting, payrolland students services. I loveworking at the U and amfortunate to be working at aplace where people are excitedabout the work they do.”Ms. Ridley is currentlyenrolled at the College ofContinuing Education at theUniversity of Minnesota andworking towards a B.A. inMultidisciplinary Studies. Shehas been employed at theUniversity of Minnesota for thepast four years, most recentlyas an accountant for theDigital Technology Center andthe Minnesota SupercomputingInstitute for AdvancedComputational Research.Mr. Dan Faustgen is TLI’snew information technologyprofessional. Mr. Faustgen isan alumnus of the Universityof Minnesota with a B.A.in journalism and strategiccommunication. He has beenactive in the technologyindustry for over 9 years withexperience in networkingand systems consulting,web systems management,online development andmarketing, and managementof technical departments.Before joining TLI, heoversaw the development andimplementation of the webservices department for adesign company in the TwinCities area.TLI director, Massoud Amincommented, “We are delightedto welcome very capablenew colleagues who nicelycomplement our strong TLIteam. Their knowledge, skillsand commitment in supportof TLI and our College andUniversity’s work and missionare especially welcome.”On the moveManagement of TechnologyCynthia Bahr (MOT ’06):Vice president and director ofstrategic product initiatives,RBC US Weath ManagementChris Blake (MOT ’07):Director, Global Identity andAccess Management, CarlsonWagonlit TravelMike Farmer (MOT ’93):Associate professor ofcomputer science, University ofMichiganIsmael Ferrer (MOT ’08):Product manager, CorporateTechnology, Elmarco Inc.Kiran Govindarajan (MOT ’07):Director of engineering, ImageSensing Systems Inc.Jay Kalantar (MOT ’97): Vicepresident, American Epay Inc.;Chicago, IllinoisNick Koop (MOT ’07): Directorof sales and technologymanager, Minco Products Inc.Jay Levine (MOT ’03): CIO,Blue Cross Blue Shield ofMinnesotaKeith McLaughlin (MOT ’04):Senior engineer, EnbridgeEnergy Inc.; Duluth, MinnesotaJerry Metcalf (MOT ’01):Senior program manager,Cardiac Rhythm Disease,Medtronic Inc.Manuel Navarro (MOT ’11):Product manager, Syncada LLCPaul Olson (MOT ’05): Founder,PAO Technologies LLCThad Olson (MOT ’09): Directorof engineering, HearingComponents Inc.Luke Pfotenhauer (MOT ’09):Solutions development leader,Northwest Region, JohnsonControls Inc.Steve Potter (MOT ’07): Dataengineering manager, SkylineExhibits Inc.Mike Reynolds (MOT ’06):Director, MEMS Inertial andPressure Center of Excellence,Goodrich Corp. (MOT ’05):Director of intellectualproperty, CVRx Inc.Nathan Rowe (MOT ’09):President, Appoint IT LLCMatt Sandnas (MOT ’10):Director of systems andsoftware, Air Data Center ofExcellence, Goodrich Corp.Charlie Schumacher (MOT’07): Director of operations,Honeywell International Inc.;Golden Valley and Freeport,IllinoisPaul Shekoski (MOT ’92): CEO,Primex Family of CompaniesPhyllis Wang (MOT ’93): Seniorengineering manager, Harn’sCorp.Andy Yung (MOT ’03): Directorof delivery management, BTMGlobal Consulting LLCInfrastructure SystemsEngineeringBeverly Farraher (ISE ‘11):currently maintenanceengineer with the MinnesotaDept. of Transportation’sMetro District, was awardedthe American Public WorksAssociation’s Manager of theYear.Mike Kamnikar (ISE ‘03):maintenance engineer, Mn/DOTKen Johnson (ISE ‘03):pavement marking and workzone engineer, Mn/DOTFall 2010/Winter 2011 19

Technological Leadership ispublished by the TechnologicalLeadership Institute (TLI), Collegeof Science and Engineering,University of Minnesota. Directcomments or questions to: Editor,Technological Leadership Institute,Suite 510, 1300 South SecondStreet, Minneapolis, MN 55454.612-624-5747. Fax: 612-624-7510.tli.umn.eduAlternative format availableupon request.The Technological LeadershipInstitute was established in 1987with an endowment from theHoneywell Foundation. The missionof TLI is to develop local and globalleaders for technology enterprises.The University of Minnesota isan equal opportunity educatorand employer.© 2010 Regents of MinnesotaPrinted on recycled paper,25% post-consumer fiber.1300 South Second Street, Suite 510Minneapolis, MN 55454Non-Profit Org.US PostagePAIDMinneapolis, MNPermit No. 155College of Science and EngineeringCelebrating 75 yearsDean Steven L. CrouchOctober 19, 1935 marked a historic datefor the University of Minnesota. On thatdate 75 years ago, the University’s Boardof Regents approved a combined College ofScience and Engineering (originally namedthe Institute of Technology). The newcollege brought together the University’sengineering, mining, architecture, andchemistry programs.“We remain the only major researchinstitution to combine the physicalsciences, engineering, mathematics, andcomputer science within one college,” saidDean Steven L. Crouch.Today, the College includes 12 academicdepartments offering baccalaureate,master’s, and doctoral-level degreeprograms and is ranked among the topengineering and science programs in theUnited States.College of Science and Engineeringresearchers are on the leading edgeof finding ways to solve some of theworld’s greatest problems by developingadvanced technologies for applicationin energy and the environment, newmedical device design, digital andelectronic technologies, and a strongnational infrastructure.From the retractable seat belt andthe black box flight recorder to thesupercomputer and the first heartpacemaker, science and engineeringfaculty and alumni have generateda legacy of breakthroughs that havechanged the fabric of our lives.For more information, visit the College’snew website at cse.umn.edu20 Technological Leadership Fall 2010/Winter 2011 20