高价值设计_如何保持先进工程的竞争力（英文版）_28页_2mb

Roland Berger Focus - High Value Design Summary

Core Content

This document explores the concept of High Value Design (HVD) as a critical enabler for maintaining competitiveness in advanced engineering. It argues that HVD is essential for translating complex technologies from research to market and highlights the UK aerospace industry as a key case study.

Main Viewpoints

• Global Inflection Point: The world is at a critical juncture where developed nations face increasing competition from emerging economies, particularly China and India.
• HVD as a Strategic Capability: HVD involves the integration of skills, capabilities, and infrastructure to develop and deliver complex, high-value engineered systems.
• Decline of UK Aerospace: The UK has lost its position as a global aerospace leader, with declining exports, foreign ownership of key companies, and a weak local supply chain.
• Need for a Dedicated Institution: A focused, well-funded, and strategically aligned institution is necessary to foster HVD and drive innovation across the engineering ecosystem.
• Benefits of HVD: HVD not only enhances competitiveness but also generates positive externalities such as increased skills, productivity, and economic growth.

Key Information

1. The Fierce Urgency of Now

• Developed countries are at risk of losing their technological edge due to a combination of factors: low infrastructure investment, rising Asian competition, and nationalist sentiment.
• Globalisation and offshoring have led to a decline in engineering skills and capabilities in Western nations.
• The UK has seen a reduction in its global aerospace exports share from 8% to 6% since 2001.
• Brexit poses challenges in terms of trade and talent, but may offer short-term advantages for net exporters.

2. What to Do

• High Value Design (HVD) is the key to developing and delivering complex technologies.
• HVD requires a dedicated institution with a clear vision, strong governance, and a network of stakeholders.
• The institution should:
  • Identify and fast-track the most impactful technologies.
  • Bring together the best teams and capabilities.
  • Align incentives with funding and IP to ensure collaboration and success.
  • Support both internal and external delivery models depending on the project's needs.

3. Why to Do It

• HVD creates positive externalities across the economy, including:
  • Increased exports and GDP.
  • Regaining British ownership of aerospace technologies.
  • Developing a robust local supply chain.
  • Boosting engineering skills and attracting STEM talent.
  • Mitigating the risks of Brexit.
• HVD also increases the option value of technologies and provides long-term control over IP, enhancing global influence.

4. How It Can Be Done

• A dedicated High Value Design Organisation (HVDO) should be established.
• The HVDO should:
  • Leverage the UK’s existing research, start-up, and higher education ecosystems.
  • Work with strong engineering incumbents and design consultancies.
  • Utilise existing technology development organisations such as the Aerospace Technology Institute and the High Value Manufacturing Catapults.
  • Focus on electrification and autonomous systems as key areas for future aerospace innovation.
• The HVDO should be publicly visible and ambitiously funded to inspire and attract talent and investment.

Conclusion

• HVD is a strategic imperative for advanced engineering sectors.
• The UK has the potential to re-establish itself as a global leader in aerospace through a focused HVD initiative.
• A well-structured and ambitious HVDO can help the UK regain its competitive edge, secure IP, and create a thriving engineering ecosystem.