Massoud Amin, director of the
UofM's Technological Leadership Institute (TLI) Bridge
business/engineering skills gap to focus on key growth sectors
Civic CaucusFocus on Human CapitalInterview October
Massoud Amin, Dave Broden (vice chair), Pat Davies, Paul Gilje
(executive director), Randy Johnson,
Loritz (chair), Paul Ostrow, Dana Schroeder, Clarence Shallbetter. By
phone: Amir Gharbi.
must focus on industry areas where it can be excellent, according to
Dr. Massoud Amin, director of the
of Minnesota's Technological Leadership Institute (TLI).
Those are the foundational areas in which the state is really
competitive: smart power and energy, security, sustainable water,
sustainable agriculture, public health and the environment.
Accomplishing such focus on
major industry sectors will require shared responsibility between the
private and public sectors.
Amin says that to move through the stages of discovery, development
and delivery in these critical areas of focus, we must forge alliances
among key stakeholders and then collaborate with and execute through
stakeholders include government partners, who must supply government
funding and research; academic partners, who must supply basic and
applied research, and talent development; and industry partners, who
must supply industry funding, technology transfer and
commercialization, and talent deployment. He says we must find the
"sweet spot" between basic research and industrial development.
advocates a strong focus on energy technologies to develop and enhance
electrical smart-grid capability in
He believes smart grid benefits individuals, society, economic growth
and the environment. He points out that Minnesota is sixth in the
nation on smart-grid patents.
He discusses the
important role of the TLI in developing human capital through its
master's degree programs and short courses aimed at bridging the gap
between business and engineering.
These programs develop local and global leaders for technology
enterprises and empower industry executives and leaders to leverage
technology to drive business development. TLI offers three Master of
Science programs: Management of Technology, Security Technologies and
Medical Device Innovation. A fourth program, in energy technologies,
will begin in 2016. TLI's graduate-program alumni and alumni of its
short courses work in over 400 different businesses, mostly in
Massoud Amin, professor of Electrical & Computer Engineering, holds
the Honeywell/H.W. Sweatt Chair in Technological Leadership, is a
University Distinguished Teaching Professor, and, since March 2003,
has served as director of the Technological Leadership Institute (TLI)
at the University of Minnesota.
works on enabling smart, secure and resilient infrastructures. He is
chairman of the IEEE Smart Grid, serves on the board of directors of
the Midwest Reliability Organization (MRO),
where he chairs the hearing committee, and is chairman of the board of
directors of the Texas Reliability Entity (TexasRE). From
1998 to 2003, Amin held several positions at the Electric Power
Research Institute (EPRI) in Palo
Calif. In the aftermath of 9/11, he directed all security-related
research and development at EPRI as well as grid operations and
planning, energy markets, and risk and policy assessments.
During his tenure there, he led the development of over 24
technologies that were transferred to industry.
He is considered by many to be "the father of the smart grid."
Prior to his time at EPRI, Amin was associate professor of systems
science and mathematics at Washington University in St. Louis, where
he was also associate director of the Center for Optimization &
Semantic Control. He holds B.S. (cum laude) and M.S. degrees in
electrical and computer engineering from the University of
Massachusetts-Amherst and M.S. and D.Sc. degrees in systems science
and mathematics from Washington University.
part of its current focus on Minnesota's competitiveness, the Civic
Caucus invited Massoud Amin, director of the Technological Leadership
Institute (TLI) at the University of Minnesota (U of M), to discuss
the work of TLI in helping to resolve the state's current and future
is a self-sustaining interdisciplinary center at the U of M, founded
in 1987 with an endowment from the Honeywell Foundation. As a
university-wide institute, it is housed in the U of M's College of
Science and Engineering. Its mission is to develop local and global
leaders for technology enterprises and to empower executives and
leaders in their strategic vision to leverage technology to drive
business growth .
The TLI faculty includes seven professors who hold endowed chairs
in-house and 64 senior faculty members from eight colleges and three
centers at the U of M, industry executives and government leaders. The
faculty members represent a broad spectrum of scientific,
technological, business, law and social disciplines.
provides three interdisciplinary professional graduate degree programs
and is developing a fourth:
Master of Science (M.S.)
in the Management of Technology (MS-MOT), a four-semester program
aimed at transforming engineering, science and other technical
professionals into business leaders. In addition, a minor in
management of technology is available to any graduate student at the
U of M.
in Security Technologies (MSST), a 14-month program designed to
shape tomorrow's analytical and risk management policymakers and
innovators. A minor in security technologies is offered to
master's-level and doctoral-level students in related fields.
in Medical Device Innovation (MS-MDI), a 14-month program designed
to prepare students to anticipate, navigate and manage complex
innovation challenges in the global medical-technology industry.
in Energy Technology Innovation (name TBD), which will begin in 2016.
TLI also offers two
programs at the undergraduate level, as well as short courses, in
addition to tailored research and consulting services in the area of
technological foresight, leadership and management.
The Institute also offers customized management and leadership short
courses for tech-based industries and organizations. Its 1,300-plus
graduate-program alumni and 2,450-plus alumni of short courses are
employed in over 400 enterprises.
Research by MIT economist Robert Solow shows the transformative power
of technology: it drives over 60 percent of the U.S.
"Technology refers to any application of science, from physical to
biological to mathematical sciences.
This is the engine for our growth and innovation, particularly in
Minnesota, which began with milling and has extended to high-tech in
the last 150 years" said Massoud Amin.
TLI aims to develop leadership capacity in full-time technology
employees in order to turn them into leaders and executives.
Amin said TLI bridges the gap between business, policy, and
engineering. Among the 678 Master of Science in Management of
Technology (MS-MOT) alumni, 34 percent have become executives within
five to seven years after graduation and 54 percent have become senior
MS-MOT program requires a minimum of five years of work experience,
including management. On average, MS-MOT students have been working
for 10-13 years.
All have bachelor's degrees, about 17 percent have master's degrees
and about 10 percent have Ph.Ds. Most students are between ages 29 to
their late 40s, with the oldest student so far at age 69. Amin said
the MS-MOT program has about 30 graduates every year and retention and
on-time graduation rates of 100 percent since 2006.
There is a four-to-one male-to-female ratio in the program, which Amin
said TLI is trying to change.
recruit all the time," Amin said.
As an example, for the MS-MOT
program, TLI gets 480 inquiries each year, although some are from
overseas, which a very few are admitted, he said.
The Institute encourages about 150-170 people to come to information
sessions for each program.
It then encourages about 35 or 40 people to apply for each program.
Amin said he and a colleague interview in person all of the applicants
for each of TLI's programs to make sure the program aligns with their
long-term career vision and potential.
TLI's expertise is in an area that typically no single college or
department can handle.
For high-tech companies, business success is all about mastering the
gray zone - that area of the company where business,
engineering, science, technologies, and strategy and policy converge.
TLI's skill set includes technology foresight and forecasting,
innovation, strategic management of technology, new product and
business development, science and technology policy, and intellectual
property. With an eye on helping high-tech firms maximize their
growth potential, TLI shows high-tech companies how to move more
adeptly within the gray zone by exploring ways to: assess and
map technology strategies, maximize intellectual property assets,
marshal technologies, stimulate innovation, commercialize ideas
Becauseof this,the Institute takes an interdisciplinary approach.
It assembles faculty and programs from the U of M's College of Science
and Engineering, Carlson School of Management and Humphrey School of
Public Affairs among others.
Amin said every endowed chair has deep industry and executive
The founding of TLI followed reports in the early 1980s that the
was losing its competitive edge.
"Our high-quality manufacturing was falling behind Japan; we were
under threat from the
and other adversaries," Amin said.
"At that time several reports, including Made in America by
the MIT Commission on Industrial Productivity, were warning of an
alarming slowdown in the country's productivity growth and a
subsequent failure of American industries to compete globally.
Among the reasons cited for this troubling situation was America's
inability to turn R&D efforts into marketable new technologies.
Another reason given was the failure of the country's educational
institutions to properly prepare necessary human capital for this
competitive, high-tech world," Amin noted.
had witnessed the same conviction in the United States and many
established and emerging economies throughout the world: that the
wealth of nations is not limited by land or minerals; it comes
predominantly from 'the acquired abilities of people, their education,
experience, skills and health,' according to Prof.
Theodore Schultz, economist and another Nobel Laureate, in his 1981
book, Investing in People: The Economics of Population Quality. Closer
to home, Minnesota was ranked number 1 in our nation in 1970 in the
use of technology. Today, these trends persist combined with added
global complexities and at a faster pace while many regions and
nations have learned, adopted, and improved on our innovation model to
power economic growth."
provide precise numbers, in the U.S. scientists and engineers working
in R&D make up about 75 out of every 10,000 people employed.
spending in R&D accounts for about 2.5%
of the GDP, yet the results rippling outward from the investments in
technology, and its related educational base, accounts for perhaps 50%
of the past growth of the American economy.
I don't mean to overstate the roles of science and technology.
But nations that invest in those fields of human capital do better
economically than those nations that do not.
This aspect also provides a strong foundation for our "soft power" to
help improve quality of life across the world."
created the first MS-MOT
program in 1981.
However, in 2001, after 20 years of a world-class program, the MIT
engineering faculty decided to move the program to MIT's Sloan School
fo Management. There, in 2003, the program became just a one-year
fellowship. TLI's MS-MOT program, created in 1987, was the first in
the nation at a public university. We remain committed to the same
vision of developing leaders for technology-intensive enterprises in
and beyond that founded TLI.
Minnesota, the Honeywell Foundation and the
of Minnesota's College of Science and Engineering teamed in 1987 to
address the challenges. Through a generous endowment from Honeywell
Foundation, program planners led by the seasoned faculty and
administrators from the College of Science and Engineering, with
unique industry and academic leadership expertise, together with their
counterparts from the Carlson School of Management, began crafting the
vision for the Technological Leadership Institute (TLI) and its
flagship Master of Science in the Management of Technology (MOT)
program. Their goal was to create a graduate program that teaches
full-time working professionals in technology-intensive sectors, to
lead their organizations by traversing the frequently disparate
functions of a company's technical and business micro and macro
operations and strategies," Amin added.
University of Minnesota's MOT program was born and formally approved
by the Graduate School, the Provost, and the Regents of the
University, thereby becoming the first MOT program established at a
public university in the United States.
TLI exists to develop leaders for technology-intensive enterprises.
Technology is any application of science, not just information
technology, Amin stressed. He noted that former Honeywell CEO Dr.
Jim Renier, who serves on TLI's board, has said that it's easier to
take scientists and engineers and teach them business and leadership
than the reverse.
All of TLI's programs have to be academically excellent,
industry-relevant, self-supporting, and aligned with mission of the U
of M as a Land Grant University.
Amin said each program needs a minimum of 22 students to break even.
"We build programs to last, with a long-term view of Minnesota's
strategic needs," he said.
On that front, 98 percent of TLI's alumni are in Minnesota. It's a
multi-pronged approach to talent development, to human capital
development in Minnesota," Amin said.
mission and goals of all TLI programs, including the MOT
program, are achieved by carefully selecting candidates through a
rigorous interview and selection process, and developing in our
students a comprehensive and applied "360-degree" skill set for
leading in technology-intensive environments.
This is combined with the highest standards for selection and
retention of exceptional faculty and staff.
Our program enjoys a vital ecology of innovation through a
highly-supportive network including: 1) Leadership at the University
of Minnesota and the College of Science and Engineering's Dean; 2)
sustained positive impacts of MOT alumni and students in their
organizations; and 3) stakeholders in the broader local and global
community," he added.
added: "In 2009, the International Association of Management of
Technology (IAMOT) requested that the University's MOT program
curriculum, along with programs at five other schools across the
globe, be assessed and used as a basis to set worldwide curricular
standards." As a result of the IAMOT accreditation evaluation, the
following key elements of the MOT program were identified:
The Technological Leadership Institute (TLI) was founded in 1987
with an endowment from the Honeywell Foundation to develop leaders
for technology enterprises. There has been a successful partnership
with over 290 companies and numerous public and private
Program content and credit
distribution: The content
and distribution of credits in the MOT program are: 1) Business
foundation: 24% of total credits; 2) Strategic management of
technology: 62% of total credits; 3) Leadership: 14% of total
Technical oversight and ownership:
TLI and the MOT program are within the University of Minnesota's
College of Science and Engineering, a home to
internationally-recognized faculty and research. Thus, the MOT
program is primarily overseen by technically-oriented faculty while
also benefitting from interdisciplinary contributions and
collaborations with senior faculty from business, policy, and law.
At least five years of technology-based work experience (class
average is approximately 12 years) and leadership potential or
experience is required for admission. This requirement enriches the
highly interactive classroom learning environment for both faculty
Accelerated, executive format:
The MOT program schedule is based on an executive "lockstep,"
four-semester graduation schedule that allows students to maintain a
full-time work schedule.
Small class size, cohort structure,
and study groups: Each
year the 30-35 students in the class advance through the program as
a cohort. Students are assigned to 4-6 member study groups. Both the
cohort and study group structure of the MOT program directly affect
the exceptional retention and graduation rates noted below.
The class size provides an exceptional faculty-to-student ratio and
the cohort structure and interactive classroom provide additional
student-to-student knowledge gain.
Responsiveness to student and
industry feedback: The
director of graduate studies meets monthly with class
representatives to discuss potential program improvements. In
addition, student evaluations of each class and instructor are
The program features lead to exceptionally high graduation rates.
The MOT program graduates one class per year in the spring, with the
retention and graduation rates of 100% since 2006.
Two-thirds of TLI students have deep technical expertise.
"That part is absolutely necessary, but insufficient," Amin said. "Our
program adds to that experience human leadership abilities, team
abilities, conflict management, deep knowledge of business and
innovation fundamentals, and value creation.
Over the 21 months in the MOT
program, we turn the students into innovation leaders."
develops operational leaders through its M.S. programs in medical
device innovation, security technologies, and, starting in 2016, in
energy technology innovation.
It develops strategic leaders through its MS-MOT
program. "We are very focused, from the very beginning, on industry,"
added: "One of the keys to success in dynamic technology-intensive
industries is leadership agility, that is, the ability to anticipate
or adapt to unpredictable circumstances and complex environments in
ways that benefit both external and internal stakeholders. While some
technological challenges are science and engineering problems to be
solved, many of the challenges of innovation and profitable growth are
complex dilemmas to be resolved with no single "right" answer. Agile
leaders must master the "genius of AND" as they lead progress by
orchestrating an effective combination of continuity AND change to
thrive given the dynamics in their external AND internal
environments. Agility requires both cognitive intelligence AND
emotional intelligence; technical expertise AND an understanding of
organizational system dynamics; clear focus and direction AND the
ability to adapt quickly and effectively in the face of pending or
unexpected environmental change; confidence and conviction AND
openness and humility. Effective technology leaders now have to be
"deep generalists" with deep technical knowledge in one or more
disciplines AND the business and people skills to build and adapt
effective, adaptive organizations."
added that "conflict is inherent in dynamic environments where "steady
state" is not an option.
The most effective leaders embrace conflict as a natural and expected
part of progress, and as a potential source of innovative/disruptive
ideas. They consciously engage key stakeholders early and often to
intellectually understand and debate changes that are needed and
acknowledge and manage the emotion or "psychological transition" that
is inherent in the process of change.
This ability to identify and actively engage key stakeholders in both
the intellectual decisions AND
the cultural/emotional transition that naturally accompanies change is
a key differentiator of the best/authentic leaders in dynamic
an example, our alumni's impacts in all aspects of our states'
high-tech industries including instruments or medical equipment,
security, energy and power, electronics, defense, chemical, industrial
equipment, information, food, transportation areas, are outstanding.
Their successes today are beyond expectations, thanks to the early
visionaries who developed the MOT program over 25 years ago and to the
high-tech leaders who continue to support it. Members of the TLI
faculty continue to be among the "best of the best," as are the
high-tech professionals who enroll in TLI programs each year."
The MS-MOT program costs $74,000, inclusive of all books and materials
as well as international travel.
During the 1990s, Amin said, the majority of students were supported
by the companies where they worked.
Now most companies do not feel the responsibility to fully support
their talent pipeline, even though nearly all TLI alumni who were
fully supported by their employers have remained with the sponsoring
company assuming increased leadership roles.
Currently, many organizations only offer support of around $6,000 a
year, which is required by law.
He said many students not supported by their companies move on to
other companies or some even become entrepreneurs on their own after
completing the program.
Nearly five percent of MS-MOT
graduates eventually start their own companies."The
MS-MDI and MSST programs, 14-month accelerated programs, cost about
$38,000 and $34,000 respectively.
However, these are also subject to similar financial burdens for our
added "with regard to human capital investments, another important
perspective is provided by Mr.
Michael Wright (former COO/President
of Entegris and author of an excellent book "the New Business Normal").
I recently accompanied Mr.
Wright, who is a senior fellow at TLI, to
Rochester to speak about global strategies for technological
innovation coupling with science and engineering as an engine for
positive growth opportunities in business and society. Because the
pace of global change is accelerating, the long-term strategic view of
business becomes a vital consideration.
Rather than a traditional focus on maximizing short-term profits, the
long-term view allows leaders to better consider the impact of
emerging trends. They can then make the necessary course corrections
to remain a viable player.
the world opens, the value of education continues to rise, and
'intelligence and knowledge workers' will play an even greater role in
development of technological innovations and in the success of
businesses. For leaders, the importance of knowledge means pursuing
learning with a passion, since understanding the changing environment
demands a constant stream of information and a tolerance for ambiguity
"Enterprises and individuals that make the investment in research and
development are in the position to advance and launch technological,
process, and business innovations.
I highly recommend reading the book Ten Types of Innovation; the
discipline of building breakthrough, by Larry Keely, on business
Increasingly, Wright says, technology developments will emerge from
collaborations among coalitions of companies, universities, national
labs, and government agencies. This 'open research model' allows
companies to leverage assets. If you are innovative, you will find new
Graduates of programs throughout the U of M's College of Science and
Engineering have founded 4,150 companies still active worldwide.
2005 survey, with responses from 15,000 College of Science and
Engineering alumni, 3,024 reported founding one or more companies,
with 4,150 active companies worldwide, with global revenues totaling
about $90 billion, 2,600 of them in
Those 2,600 companies employ 175,000 people in
and have annual revenues of $46 billion.
Minnesota has three times the intensity of biomedical device
innovation than other regions.
"We generate more bang for the buck than anywhere else," Amin said.
There are four foundational areas in which Minnesota is really
(1) the security area, including pandemics, food safety and cyber
(3) sensors and controls applied to a wide range of applications;
(4) Energy and Clean Tech areas (including Smart Grid technologies,
where we rank 6th in the nation in intellectual properties
owned by Minesota companies).
"This is the legacy of Honeywell, Control Data, Cray Research and
Medtronic," Amin said.
The biggest 'bangs' have been in biosciences, medical devices, and
health care, he said.
On top are energy and power and agricultural technologies. These are
all areas in which
has strong foundations."
The faster you can gather, collate and synthesize information, the
more successful you will be. Amin
said we must figure out how to enable kids to access real information
and to develop the ability to communicate, think critically, and to
analyze data. "That's what's missing," Amin said.
Minnesota could be world class in nano-based smart-sensor technology
in the fields of smart devices, med-tech, security, energy and
said innovations coming out of the U of M have huge potential for the
Minnesota needs an about-FACE: Focus, Alignment, Collaboration,
on areas where we can be excellent.
Those include: smart power and energy, security, robotics and
automation, advanced materials,sustainable water, sustainable
agriculture, public health, and environment, Amin said. "We need
diversity in our economy, and to enable progress in a strategically
risk-managed approach, choose a few well-aligned vectors of
innovation and growth. Don't just focus on one area, as the Silicon
Valley and Route 128 near Boston did in the 1960s through the last
decade, while successful but subject to boom/bust cycles" he said.
Amin said that in order to move through the stages of discovery,
development and delivery in the critical few areas of focus, we must
forge strategic alliances among key stakeholders: government
partners, academic partners and industry partners.
and Execute through these key stakeholders:
Government and foundation
partners, who must supply government or mission-aligned funding
for education, research, and development;
Academic partners, who must supply
basic and applied research and talent development; and
Industry partners, who must supply
industry funding, advice, technology transfer and
commercialization, and talent deployment.
described a "Valley
of Death," where, for several decades, there has been a rapidly
increasing gap in the funding for and execution of basic research and
of applied research and development. To correct this, he said
government agencies and labs and universities must invest in and carry
out not only basic research, but also applied research. Additionally,
they must reduce red tape and engage a much wider range of
stakeholders, from different backgrounds of gender, race, sexual
orientation, and socioeconomic status, to become players in this
global competition. Industry. Meanwhile, we must also supply advice
and potential funding for basic research, and certainly for applied
research and development. "We must find the sweet spot between basic
research and industrial development," he said.
"Look at every innovative organization; that's what they do, and that
is not limited by national origin, race, gender, other factors that
often divide us.
It is about asking, "why not?"; it is about intellectual curiosity,
persistence, resilience, honesty, gumption and passion, to create and
bring positive change to the world."
More of the same is not an option, if long-term relevance matters.
we always do what we've always done, we'll always get what we have
always gotten" Amin said.
Rather, he contends, the U of M must engage in a process of due
diligence to see what can be improved in its development of technology.
The U of M would like to partner with the Minnesota Colleges and
Universities (MnSCU) system.In
fact, Amin pointed out, TLI has created a cyber-security course for
seniors and graduate students in partnership with the U of M and
Metropolitan State University, a MnSCU institution. Each university
will be allotted 15 students for the course. "TLI is more agile by
design," Amin said.
"as a UofM interdisciplinary unit, partnership is our primary mode of
operation and thus we're not bound by traditional constraints."
Accomplishing the focus on
major industry sectors will require shared responsibility between the
private and public sector.
Although it might seem good to have one person as the coordinator or
leader, Amin said, we need this shared responsibility.
"We have the opportunity to create clusters together," he said. "But
we need innovative partnerships with business and foundations."
The area of energy technologies would be a good place to start.
Amin said this effort must engage the U of M, 3M, Siemens, Cummins
Power, Eaton, Honeywell, and energy/utility/telecom stakeholders in
the public and private sectors, among others, in pushing forward the
development of smart-grid technologies in Minnesota. A
smart grid is a modernized electrical gridthat
information and communication technology to
gather and act on information, such as information about the behaviors
of suppliers and consumers, in an automated fashion to improve the
efficiency, reliability, economics and sustainability of the
production and distribution of electricity.
overlay of sensors, communication, automation and security in a smart
grid, Amin said, improves the electrical system's resiliency, reduces
outages, reduces cost to customers and enables integration of
renewable resources. "Smart-grid technology makes the whole system
work better and smarter in a proactive way," he said.
Every dollar spent on developing smart-grid capability generates $2.30
to $6.00 in economic activity. Amin
said smart-grid technology reduces power outages, which cost $80
billion to over $180 billion across the country.
He pointed out that the upper
has 92 minutes of outages per customer per year, which is the lowest
in the country.
These outages are only those caused by system failure or human
failure; they don't account for outages caused by extreme weather or
said smart grid reduces the lower end of the cost of outages by $49
billion a year nationally. It reduces CO2 emissions by 12 to 18
percent by 2030, and improves efficiency by about 4.5%, saving another
$20.4 billion a year.
"Smart grid benefits the individual, society as a whole, our
national/energy/environmental security, and it enables economic
growth, as the U.S. DOE Smart Grid Investment Grants (SGIG) across all
fifty states over the past four years, have proved," he said.
Minnesota is sixth in the nation on smart-grid patents,
but we need a more formal organization to move these ideas forward."The
growth opportunity is huge in smart-grid technology," Amin said. "We
have the capability to be a leader in this area." He said smart-grid
development and technology could create 60,000 government jobs and
even more private energy security jobs in Minnesota in the next three
to five years.
spend more in dog food research than in electrical power research,"
Amin said. "People don't focus on smart grid technology, because we
are victims of our own successes in other areas.
We are too focused on the past, as most mature industries and
societies tend to be."
The consequences of not focusing on our strengths will be an aging
workforce, no economic growth, lower population and a lower birthrate.
Amin pointed out that milling was the original impetus for the
development of automation in
"We should focus on the big challenges that really matter, while
realistically assessing their short-, mid- and long-term benefits," he
said. "We must ask, 'What difference can we make globally? Where are
the areas in which we can be excellent? As George Day taught us, we
must ask ourselves 'is it real, can we win, and is it worth it (RWW)?'
If so, we must judiciously align our efforts and resources with those
few vectors of innovation and economic growth while regularly and
transparently assessing progress toward our objectives."
Developing smart-grid technology is one way to move forward on the
broad collaboration we need to focus on the important industry sectors
in Minnesota. Amin
said we should take a two-pronged approach:
on the October 2014 report of the state's Clean Energy and Economic
Development Initiative, a cross-agency, industry-focused project to
develop a strategic plan of action to align state economic development
and clean energy development strategies and policies. The report,
Minnesota Clean Energy Economy Profile, names smart
grid as the number-one priority in this strategy. The state and
industry should do four pilot smart grid projects in Duluth,
Rochester, Morris and either in a portion of the Twin Cities or with
electrical cooperatives elsewhere in the state.
The projects would be aimed at creating smart, secure and green micro
and engage with people of all ages and backgrounds to help them
understand the technology and the benefits of smart grid development.
This is important to develop and sustain a capable, smart, and
confident pipeline of individuals from kindergarten to
Use smart grid as the
moon shot was used in the 1960s.
Amin said we
must develop many paths of innovation and a "can-do" attitude to move
smart grid technology forward in Minnesota and beyond to
the global market.
The Civic Caucus
is a non-partisan,
tax-exempt educational organization. The Interview Group
includes persons of varying political persuasions,
reflecting years of leadership in politics and
business. Click here
to see a short personal background of each.
S. Adams, David Broden, Audrey Clay, Janis Clay, Pat Davies, Bill
Frenzel, Paul Gilje (executive director), Dwight Johnson, Randy Johnson, Sallie
Kemper, Ted Kolderie,
Dan Loritz (chair),
Tim McDonald, Bruce Mooty, John Mooty, Jim Olson, Paul Ostrow, Wayne
Popham, Dana Schroeder, Clarence Shallbetter, and Fred Zimmerman