TransForum Vol. 3, No. 3

"'WALKING THE TALK" ON GOVERNMENT- INDUSTRY PARTNERSHIPS

As director of Argonne's Center for Transportation Research, Robert Larsen oversees a $15 million budget. His staff includes 38 full-time researchers working on U.S. Department of Energy (DOE) transportation programs in hybrid electric vehicle powertrains, advanced diesel and spark-ignition engines, alternative fuel vehicles and infrastructure technology, and vehicle simulation and energy consumption modeling.

Yet Larsen believes that just as important as studying cars and engines is building bridges. Since joining Argonne in 1984, he's been a strong proponent for "establishing good working relationships that bridge the gap between industry and government, especially with the Society of Automotive Engineers (SAE)."

Larsen's emphasis on collaboration has led to his ongoing participation in the 80,000-member SAE, which he considers the most influential organization of its kind in the world. "I've tried to be an ambassador for the public sector," he says. "I frequently remind my SAE colleagues of the importance of bringing the government in on things early on and in a positive way. Most are accustomed to dealing with government in the regulatory arena. However, when they come into contact with the side of government that is focused on developing technology and addressing public policy issues, many are frankly surprised to find how similar we are. They come to realize that our perspectives may differ, but the way we work and what we care about are very much the same. I'd like to think that this realization has been a factor in a number of very successful projects we've had with multiple, major industrial sponsors."

Larsen's active involvement in the SAE and his commitment to a vigorous public-private sector dialogue were both factors in his election in 1997 to the SAE Board of Directors. It was a first for a member of the Argonne/DOE family and only the third time someone from the public sector has been elected to that august board.

He concluded his three-year board term in March, but the bridge building that got him elected continues. A May 3 meeting at Argonne was textbook Larsen. Seated around a conference table at the Center for Transportation Research were some high-powered guests. Foremost among them was Neil Schilke, newly elected SAE president and general director of engineering at General Motors Corp. Also present were Rodica Baranescu, the SAE's immediate past president and chief engineer of the Engine Technical Center at International Truck and Engine Corp.; Ray Morris, executive director of SAE products and services; and Edward Widder, chairman of the SAE's Chicago section and senior research engineer at Federal-Mogul Corp.

After welcoming their guests, Larsen and Larry Johnson, director of Argonne's Transportation Technology Research and Development Center (TTRDC), clicked through a PowerPoint presentation showcasing the research center's programs. Schilke reciprocated with a one-hour presentation: "A Systems Approach to R&D: Benefits of Participation in SAE and Opportunities for Collaboration in the Mobility Industry of the Future." In the afternoon, the entourage toured the Advanced Photon Source and test facilities housing the center's research on advanced powertrains, fuel cells, batteries, and locomotives.

For Larsen, the forum was just the kind of exchange essential for the ongoing success of public-sector transportation programs. The meeting also underscored the strength of the relationships that Larsen established during his board tenure and through his lifelong participation in the SAE.

Baranescu, who was the SAE's first woman president, acknowledges that, "Sometimes in industry, we tend to see the government on the other side - as an adversary rather than as a partner working together to achieve common goals. As a board member, Bob was continually bridging the gap, the way we should all be doing."

Schilke goes one step further. "Bob has become a good friend and an important professional colleague. I've come to hold him in very high regard for his professional integrity, technical expertise and experience, collegial attitude, and friendly personality. He brought all those assets to the SAE Board and was effective in helping the SAE make progress on many fronts. There's no question that he did an outstanding job of representing the technical/R&D community and public sector, which was enormously important in providing balance in our board deliberations."

The respect is mutual. Schilke was Larsen's staunchest ally on an important initiative. Shortly after joining the Board, Larsen was asked to chair the Environmental Responsibility and Economic Sustainability Committee. For nearly two years, the committee's work was the flashpoint for a spirited debate about the role of the SAE in dealing with the environment and energy depletion (i.e., not foreclosing the options of future generations by actions taken today). That effort culminated in a far-reaching policy change for the society. It was a tough sell, "requiring two readings, two votes, and a lot of wordsmithing." But the 24-member Board concluded that the SAE had a role on both issues and approved a new strategic initiative.

Larsen credits the support and political prowess of Schilke, who was treasurer at the time, as pivotal in ultimately winning that approval. He also sees the initiative as his biggest accomplishment during his board tenure. "This is the kind of fundamental change of philosophy and direction that's going to positively affect the health of the organization." Work is already under way to implement the policy. One of the first acts of a newly established environmental sustainability standing committee was to create an Environmental Excellence in Transportation Award.

Larsen also championed another Board initiative that resulted in increased SAE support for academia, including funding for more engineering fellowships and expanded vehicle competition programs (popular worldwide with the SAE's 10,000-plus student members).

In addition, Larsen was pleased to be part of the SAE's ongoing efforts to position itself as an international organization. During his tenure, the Board met in Germany, Austria, and Mexico, reflecting a decision to schedule at least one "listening" meeting per year overseas.

On a personal level, Larsen enjoyed the new insights he gained on the SAE governance processes. In fact, he was required to complete a one-year "orientation" program before officially joining the Board - a move he says enabled him to be immediately productive. "One of the great learning experiences was coming to understand the management process of a large technical society. The SAE has done a good job of evolving a governance system that has well-defined roles for everybody in the organization. The management principles embodied for the Board of Directors keeps the focus on policy-level and strategic planning areas - setting the overall direction for the society. It discourages the board from getting involved in detailed operating decisions."

Likewise, some of his fellow Board members gained new insights into the stewardship role of government. Larsen's behavior on the board was observed by Baranescu, who notes that, "because of his government work, he was very careful in using resources wisely and efficiently for various activities and personnel. This reflects the discipline of being in a government body and the culture of being aware of resource spending."

While the relationship between Larsen and the SAE has been mutually beneficial, does it have long-term value? It should. As a Board member, Larsen met many of the movers-and-shakers in the non-road transportation sector - which includes agriculture, mining, and construction. DOE is planning to work with this sector on new initiatives that promote cleaner, more efficient propulsion systems, and Larsen's contacts should prove valuable in that effort.

In the meantime, Larsen remains an active SAE member at the national and local levels. He is on the Advanced Power Plant Committee and has recently completed a three-year term on the Strategic Planning Committee. Since leaving the Board, he has been courted for other committee assignments. "He is sought after by many groups who need his technical and strategic thinking skills," says Schilke.