2017 US Black Engineer & Information Technology | INTERNSHIP - Vol. 41, No. 3

Introducing Leading Voices. USBE’s newest editorial on innovation with contributors Jem Pagan and Dr. Michael Spencer.

Jem Pagan

$6.95 Dr. Michael Spencer

$6.95

HOW MELVIN D. WILLIAMS ROSE TO BECOME

PRESIDENT

OF NICOR GAS USBE&IT Internship Issue 2017 www.blackengineer.com

21OnTIPS How to Fly Right in Corporate America r o f e s a A C tive Affirma n Actio

CONTEN US BLACK ENGINEER & INFORMATION TECHNOLOGY

NOW THE MOST READ BLACK TECHNOLOGY MAGAZINE REACHING OVER 100,000 READERS IN THE UNITED STATES, UK, AND SOUTH AFRICA

BRINGING TECHNOLOGY HOME TO THE BLACK COMMUNITY

3 Publisher’s Page FEATURES

08

ow Melvin D. Williams H Rose To Become President of Nicor Gas

16 W hy America’s CEOs Showed Up and Showed Out To Promote Diversity

18 M anaging Millennials:

How to Strengthen Cross-Generational Teams

22 N etworking is a two-way

street. You need to provide value and help others if you want them to help you.

24 H ow I Spent My Summer

- Students Find Interning Makes for Valuable Classroom Connection - Students Using Internships as Path to Future Ambitions

31 L eading Voices

Melvin D. Williams

President, Nicor Gas Senior Vice President, Southern Company Gas 4 USBE&IT | DEANS ISSUE 2017

www.blackengineer.com

TS Vo l u m e 4 1 N u m b e r 3 PROFILES IN INNOVATION

People and Events........................... 6 Professional on the move

BEST PRACTICES FOR SUCCESS

Corporate Life................................ 12 21 Tips On How To Fly In Corporate America

Career Voices.................................14 Don’t Let Workplace Changes Trip You Up

EDUCATION

Education......................................28 Internships: 7 Things You Need to Know

CAREER OUTLOOK

Career Outlook..............................35 Most Admired Employers Organizations That Get It, Where USBE Magazine Readers Would Rather Work Job Horizons Recruiting Trends Who’s Hiring in STEM?

PUBLISHER’S PAGE Leading Voices on Innovation and the Digital Workforce

I

n this issue’s cover story, we follow Melvin D. Williams’s rise and rise to president of Nicor Gas, the largest natural gas distributor in Illinois. Williams has been with Southern Company Gas for more than 27 years. He is also a corporate champion for diversity and inclusion. This summer, leadership has been the touchstone behind one of the most important issues of our time. The largest CEO-driven business commitment to advance diversity and inclusion within the workplace was launched and the goal is to leverage our individual and collective voices.

At USBE Magazine, it soon became clear to us that our leading voices need to capture the era of extraordinary increase in the speed and breadth of knowledge turnover within the economy and society. Dr. Victor R. McCrary’s thought provoking piece speaks of his role as an “agent of change” in positioning Morgan State University as a catalyst for growth for Baltimore and Maryland, while Dr. Gary Harris, director of the Howard Nanoscale Science and Engineering Facility discusses the mind-expanding applications of bio-sensors, and self-organized nanotechniques. Morgan State University’s Dean of Engineering, who has more than has more than 20 patents in the fields of semiconductors, graphene, power conversion, microwave devices and solar cell technology, explores how collaboration spaces, where students make life-changing prototypes, will spark the entrepreneurial spirit and provide jobs for next generation African Americans.

To be a part of the innovation of Artificial Intelligence, as opposed to being disrupted by it, Jem Pagan challenges us to look at how, when, and why you should do things within your own organization. Workforce disruption has been a regular occurrence for hundreds of years, he argues. Such is the case with this digital age and the introduction of artificial intelligence. By putting eyes and ears on those opportunities, workers will be able to take advantage of market opportunities and forge their own paths into the new digital marketplace.

Welcome to USBE’s Leading Voices!

Tyrone D. Taborn Publisher and Chief Content Officer

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USBE&IT | DEANS ISSUE 2017 5

SAVE THE DATE FEBRUARY 29

8–10, 2018

WASHINGTON, DC

EXECUTIVE OFFICE

Tyrone D. Taborn, CEO and Chief Content Officer Jean Hamilton, President and CFO Alex Venetta, Associate Publisher, Manager of Partner Services Eric Price, Vice President, Recruitment and Professional Training EDITORIAL AND CONTRIBUTING EDITORS

Rayondon Kennedy, Managing Editor Lango Deen, Technology Editor Dr. Michael Spencer, Dean, School of Engineering, Morgan State University Dr. Gary Harris, Professor, Engineering Department, Howard University Dr. Victor McCrary, Member National Science Board Dr. Kamal Nayan Agarwal, Vice-Chairman, Modern Technology and Management Institute, Howard University Jem Pagán, Chief Technology Officer, Flatiron Strategies Michael Fletcher, Contributing Editor Gale Horton Gay, Contributing Editor Garland L. Thompson, Contributing Editor Roger Witherspoon, Contributing Editor GRAPHIC DESIGN

Sherley Taliaferro, Art Director Bryan Davis, Marketing and Content Director Joe Weaver, Global Design Interactive CORPORATE AND ALUMNI RELATIONS

Dr. Gwendolyn Boyd, CCG Alumni Committee Chair and President Dr. Eugene DeLoatch, Chairman, BEYA Alumni Group Vice Admiral Walter J. Davis, USN (Ret) National Chair, BEYA Military Alumni Oliver “Bo” Leslie, Retired Program Manager, Historically Black Colleges and Universities/Minority Institutions, Boeing Monica E. Emerson, Women of Color STEM Conference National Chair Matt Bowman, CCG Military Program Manager Stars and Stripes Committee Executive Director/Chief of Staff for VADM Walt Davis, USN (Ret.) Angela Wheeler, Manager, Foundation for Educational Development, Inc. Ty Taborn, Corporate Development Hayward Henderson, Executive Advisor to the CEO SALES AND MARKETING

Gwendolyn Bethea, Vice President, Corporate Development Reginald Stewart, Sr. Business Development Manager Sheri Hewson, Account Executive Devin Oten, Senior Account Manager JOBMATCH AND STUDENT DEVELOPMENT PROGRAMS

Ashley Turner, University & Professional Development Relationship Manager Courtney Taborn, Talent Management Specialist Rod Carter, Recruitment Specialist, College Relations Sheila Richburg, College Coordinator Hawi Sorsu, Administrative Support CONFERENCE AND EVENTS

Ana Bertrand, Conference Coordinator Toni Robinson, 360 MMG Rutherford & Associate INTERNS

Kathleen Walters, University of Maryland Baltimore County Markele Cullins, University of Maryland Baltimore County Nicolette Riggin, University of Maryland Baltimore County Rachaee DeVore, University of Maryland Baltimore County Yogesh Sharma, University of Maryland Baltimore County ADVERTISING SALES OFFICE

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US Black Engineer & Information Technology (ISSN 1088-3444) is a publication devoted to engineering, science, and technology and to promoting opportunities in those fields.

US Black Engineer & Information Technology cannot be responsible for unsolicited art or editorial material. This publication is bulk-mailed to colleges and universities nationwide. Subscriptions are $26/year. Please write to US Black Engineer & Information Technology, Subscriptions, 729 E. Pratt St., Suite 504, Baltimore, MD 21202. Copyright (c) 2017 by Career Communications Group, Inc. All rights reserved. Printed in the U.S.A.

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PROFILES IN INNOVATION

PEOPLE AND EVENTS

PROFESSIONALS ON THE MOVE

Compiled by Lango Deen ldeen@ccgmag.com

C V

EON Ltd , a global telecommunications and digital services serving 235 million customers, has appointed Ursula Burns, the former Xerox head, to become Chairman of VEON’s Supervisory Board.

Commenting on her appointment, Ursula Burns said: “I am delighted to be joining VEON as it executes on its strategy to reinvent the idea of what a telecoms company can be. This is a familiar challenge for me: I spent much of my career at Xerox transforming a previously highly successful but traditional business to meet the challenges of today’s digital world. I am also looking forward to working with the board to continue to reinforce VEON’s corporate governance and culture of compliance, and in guiding our management team to deliver the financial performance that will create long-term value for our shareholders.”

Ursula Burns served as Chairman and Chief Executive Officer of Xerox Corporation (2009 – 2016). During her tenure, she helped the company transform from a global leader in document technology to the world’s most diversified business services company serving enterprises and governments of all sizes.

Most recently in 2016, she led Xerox through a successful separation into two independent, publicly traded companies.

President Barack Obama appointed Ursula to help lead the White House program on Science, Technology, Engineering and Math (STEM) from 2009-2016. S 8 USBE&IT | DEANS ISSUE 2017

andi Castleberry Singleton is now vice president of inclusion and diversity at Twitter.

“Excited to announce I’m joining @ Twitter as the new VP of Inclusion & Diversity. Can’t wait to help build on the company’s great progress!” Castleberry wrote on the social networking service where users post and interact with messages, “tweets”.

Over her pioneering career Castleberry has implemented initiatives at Motorola, and Xerox. Corp. As director of global inclusion at Sun Microsystems, Inc. she created a model that helps companies transition from compliance-driven processes led by human resources to integrated activities that shift the responsibility for achieving an inclusive culture to every employee. In 2008, she launched the University of Pittsburgh Medical Center for Engagement and Inclusion. Her recent efforts include the Dignity & Respect Campaign and the Cultural Competency Initiative, a practical approach for helping employees learn to interact with others in a culturally appropriate manner. S

U

ber Technologies Inc., hired former Apple Inc. executive Bozoma Saint John as chief brand officer.

“Boz has a long track record of successfully creating emotional connections between people and the products they love,” said an emailed statement.

“Her creativity and deep understanding of consumers will allow us to build the same love and appreciation for Uber’s brand as we’ve built for Uber’s service.”

Saint John joined Apple in April 2014 as head of global consumer marketing for iTunes and Beats Music. She previously worked as the head of music and entertainment marketing for PepsiCo Inc. S www.blackengineer.com

MORE MOVES AND CHANGES

M

ichelle D. Tucker, former Senior Vice President at Bank of America, is now leading a $13 million nonprofit.

Tucker said, “Epworth is a tremendous leader in children and family services and I’m excited to begin the next chapter of my career there to focus more directly on service and making a difference. I look forward to combining best practices from the for-profit industry with proven approaches from the nonprofit sector to inform ‘next practices’ as the agency continues to grow. I have been a supporter of Epworth for many years, both personally and professionally, and cannot wait to begin this new journey.”

Tucker joins Epworth from Bank of America

where she was Senior Vice President, Enterprise Business & Community Engagement Market Manager overseeing local philanthropic giving, community outreach, and sponsorship strategies.

Tucker has been with Bank of America for 20 years serving in leadership roles significantly impacting the bank’s local and nation-wide efforts. Tucker is a certified Six Sigma Greenbelt professional. Tucker is a member of the Board of Downtown STL, Inc., the Urban League of Metropolitan St. Louis, and Boys and Girls Club of Greater St. Louis. She is a graduate of FOCUS Leadership St. Louis and the St. Louis Business Diversity Initiative Fellows Program. S

T D

enise Young Smith is Apple’s new vice president of Inclusion and Diversity reporting to CEO Tim Cook.

Denise leads Apple’s efforts globally to ensure an inclusive culture that’s representative and embracing of all diversities. Since joining Apple in 1997, Denise has served in a number of key roles at the company, most recently leading Human Resources for the company. She ran HR for Apple’s Worldwide Operations and Corporate Employee Relations teams. Denise has a master’s degree in Organizational Management from Grambling State University in Louisiana. S

esla welcomed Linda Johnson Rice, Chairman and Chief Executive Officer of Johnson Publishing Company (JPC), to its board of directors. Linda has extensive corporate board experience, having previously served on the boards of a number of companies across a variety of industries, including Bausch & Lomb, Continental Bank, Quaker Oats, Dial Corporation, MoneyGram and KimberlyClark Corporation, and currently serving on the boards of Omnicom Group and Grubhub. Linda is a Trustee at the Art Institute of Chicago, President of the Chicago Public Library Board of Directors, Council Member of The Smithsonian’s National Museum of African American History and Culture, and board member of After School Matters and Northwestern Memorial Corporation. S

FULL STEM February 8-10, 2018 AHEAD

BEYA STEM Conference Washington Marriott Wardman Park / Washington, DC

www.beya.org

For more information, call us at 410-244-7101. www.blackengineer.com

DEANS ISSUE 2017 I USBE&IT 9

ONE ON ONE

Melvin D. Williams President, Nicor Gas Senior Vice President, Southern Company Gas

HOW MELVIN D. WILLIAMS ROSE TO BECOME PRESIDENT OF NICOR GAS 10 USBE&IT | DEANS ISSUE 2017

www.blackengineer.com

I

t’s hard to imagine the current president of Nicor Gas, the largest natural gas distributor in Illinois, and senior vice president of Southern Company Gas as a self-proclaimed introvert who once struggled with transitioning to a corporate environment. Melvin Williams has paved a long and successful career path for himself since his days of growing up in Savannah, Georgia.

The youngest of six children, Williams’s humble beginnings were never a deterrent to his desire to learn and succeed.

“My parents taught us important life values,” Williams says, “and they always reminded us of the importance of believing in ourselves and understanding that our socio-economic conditions were not going to direct our destiny.

Most importantly, they taught us the value of education. My mother always said that ‘education will be the equalizer.’ I am the last of six children, and all six of us went to college.”

Williams started out as an English major at Savannah State College before setting that aside to pursue a degree in business administration and marketing, a decision that would take him into the world of sales. The energy industry was not the first career path that he considered as a young graduate.

According to Williams, his entry into the industry was a bit of fate.

“I was working at Sears in sales in the appliance department at the time,” Williams continues. “As I was getting ready to move up into a management role, a friend of the family who was working at the local gas company had mentioned a position opening up following someone’s retirement. I had mentioned to her that I was looking for new opportunities as I was determined to learn as much as I could. That is where I began working in sales at a gas company.”

Throughout his 27 years working with Southern Company Gas, Williams has held a number of different positions within the company in the areas of sales and new business development, regulatory affairs, utility operations, and financial planning and analysis.

This journey did not come without challenges. When it came down to learning how to navigate the strange waters of a new corporate environment, Williams learned most of it on his own.

“I really wanted to learn as much as I possibly could in order to grow within www.blackengineer.com

the organization. That came down to the old saying: ‘Put your head down and work really hard.’ That’s exactly what I did. I was willing to take responsibilities and jobs that nobody would take.”

Williams is grateful for the many friendships and relationships that have helped shape him and his career in the industry. He emphasizes the importance of trying to gain exposure to different areas professionally in order to grow within an organization, which comes along with establishing good professional relationships. As an introvert, those skills were not inherent to Williams. His experience and training in sales were what gave him confidence and enhanced his communication skills to help him continue to develop both personally and professionally.

“There are a number of individuals who have helped me along the way,” Williams shares, “many of whom are my peers. A few of the senior executives around me today are people that I’ve grown with. They are the ones who have helped teach me the business and helped me gain exposure to the different sides of the industry.”

Another mentor that he tips his hat to is his mother. A retired pastor, Williams’s mother helped set his values and taught him principles on the importance of leadership. It was through her own leadership that he learned that true leadership was the ability to ensure someone else’s success and growth by simply being there for them.

Today, Williams leads the way in continuing the dialog on diversity and inclusion. He serves on Southern Company Gas’s LEAD (Leadership, Empowerment, Acceptance, and Diversity) Council, is chair of the Illinois

Utilities Business Diversity Council, and is a member of the Chicago Chapter of the American Association of Blacks in Energy (AABE). When it comes to mentorship, Williams says that although the industry as a whole has no formal engagement as of yet, many companies are addressing mentorship informally, including Southern Company Gas. “It is important to be able to set the guidelines and share perspectives on how to continue to grow within an organization. That comes with being able to see people with similar experiences and building trust. We understand the importance of creating a structure to allow us to be able to give back in terms of sharing our experiences.

Right now we have what we call Employee Resource Groups (ERG) that offer peer-to-peer mentorship but also bring in senior leaders to share their experiences.”

Williams believes he has a responsibility to pay it forward when it comes to sharing his experience and says it’s an opportunity for both parties to grow. So what is his advice to young minorities embarking on their career journey?

“First and foremost, never let anyone define your destiny and success based upon your demographics, and never stop believing in yourself. You must be willing to work hard and take chances but must never give up hope or allow anyone to define what that means to you. Try your best to get the most out of the opportunities you have been afforded. As my grandmother always said, ‘Blossom in the pot that you are planted in.’” S

Throughout his 27 years working with Southern Company Gas, Williams has held a number of different positions within the company in the areas of sales and new business development, regulatory affairs, utility operations, and financial planning and analysis. This journey did not come without challenges.

DEANS ISSUE 2017 I USBE&IT 11

BEST PRACTICES FOR SUCCESS CORPORATE LIFE

21 TIPS ON HOW TO FLY IN

by Denise Stephens

by Denise Stephens editors@ccgmag.com editors@ccgmag.com

CORPORATE AMERICA Y

our image says a lot about your character and competence... [make sure] before you even speak there is no question about [your] character or competence.” This is the advice that Iesha Pankey, Manager for General Procurement at Northrop Grumman, has for anyone looking to work in a corporate environment. She continues, “Your first is everything, so you want to put your best foot forward from the beginning..”

It is important to “maintain the integrity of your character as you present yourself to others who do not know you,” states Adrienne Williams, Systems Engineering Manager at Northrop Grumman. How you dress is key. The first step is to research the company culture and dress code before your interview.

Then consider that “the most conservative attire is safest until you get your foot in the door and pass the probationary period.”

When choosing an outfit, remember power, style, and grace. Power is the authority and influence you are establishing.

This is achieved by choosing the correct clothes for the situation.

Style is your personal expression. This is achieved through accessories. Choose one item that expresses your personality, but make sure it is appropriate for the situation. For men, this can be a tie, watch, or socks. For women, it could be shoes, nail polish, jewelry, belts, or scarves. Whatever you choose, always remember your audience. What is appropriate for a meeting with clients in the fashion industry could be a distraction for a meeting with clients in investment banking.

For people of color, personal expression can also include how you wear your hair. No matter your hairstyle, “keep it neat and observe your environment,” advises Irving McWilson, Senior Test Engineer at Northrop Grumman, who wore his hair in dreads for a number of years. He continues, “You bring your

“

14 USBE&IT | DEANS ISSUE 2017

whole self to work, and part of that is your hair.”

And grace is the ease or confidence with which you present yourself. You need to be comfortable in your skin and in your clothes. Wear comfortable clothes, and make sure they are not too tight or too loose. When you have to constantly fix your clothes, it distracts from your message and the image you are presenting.

If you want to tweak your appearance, do it an item at a time instead of adopting a completely new look. Makeovers can take a while to get used to, and until you do, you can appear self-conscious instead of self-confident.

It very important that men and women pay attention to details. Personal grooming and hygiene is very important. A few things to be mindful of: Your nails should be clean and trimmed or manicured; use light perfume/cologne; wear wrinkle-, lint-, and pet-hair-free clothing; wear light make-up; and have fresh breath. Further, create a plan to deal with any issues that make you self-conscious.

When buying business attire, Williams advises, “Trends fade, but classics stand the test of time.” To that end, she recommends the following pieces for women: skirt or pants suits or separates, blouses, hosiery that is solid or matches your skin tone, pumps that are appropriate for work and at a comfortable height, and a trench or wool coat if necessary.

McWilson recommends that men should have a few suits, ties, slacks, and dress shirts. For formal occasions, ties should be worn. For a business casual, the suit can be worn without the tie, or slacks with a dress shirt can be worn instead.

Williams jokes that she wears “confidence with a small hint of pride, accentuated with positivity, knowing my value and what my purpose is.” And that is something to aspire to.

“You want the lasting impression to be more so on your skill set,” says Williams. S www.blackengineer.com

2018

BEYA STEM

CONFERENCE

SAVE THE DATE

Don’t miss this important event!

FEBRUARY 8–10, 2018

Washington Marriott Wardman Park Hotel • Washington, DC

www.beya.org

For more information, call us at 410-244-7101 Like us on Facebook: facebook.com/BEYASTEM • Follow us on Twitter: @BlackEngineer

BEST PRACTICES FOR SUCCESS CAREER VOICES

DON’T LET WORKPLACE CHANGES TRIP YOU UP

by Gale Horton Gay ghorton@ccgmag.com

C

hanges in the workplace are constant, but responding the information they need to know about changes and new well to workplace changes is often easier said than directions. “You are not going to get it from them,” Turner said. done.

“More often than not, they are not going to tell you what Worry, frustration, anxiety, and resistance are some of the you need,” she said. “Expect not to be told. Be inquisitive.” negative reactions to shifts and upheavals that occur on the Turner said company leaders need to develop a better job. Viewing changes as opportunities and being eager to be understanding of their employees as unique individuals that involved in making change occur smoothly and effectively are react differently to workplace changes. Some individuals take more positive responses. time to process information and may not immediately appear to The inevitable nature of workplace change requires be on board, while others jump on board immediately and are workers to keep themselves constantly prepared to deal with ready to get to work. it, according to Patsi R. Turner, an Atlanta-based consultant “Not everybody can roll with the punches,” she said. with more than 20 years’ experience helping clients enhance “The better you understand your people and how they individual and organizational capabilities and improve work, the more successful you are going to be,” she tells processes. Turner, who has worked at Georgia State University, management. the Coca-Cola Co., Bellsouth Telecommunications, and There’s nothing wrong, Turner said, with seeking additional AT&T, has experience in talent and career management and information to have a better grasp of the what, where, when, manufacturing and construction as well as other areas. and how of changes so you are better prepared to move forward.

Turner suggests that employees cultivate close working “You have to dig for it,” Turner said. relationships with the people they report to and develop She emphasized that workers need to understand that an understanding of how to work with them as well as give leaders have to manage multiple priorities, and those priorities information to them. In addition, it’s a good idea to establish often change on a moment’s notice. That’s why decisions are a network of a few individuals both constantly being made to do things within the organization and outside differently.

Turner also offered a few critical points about what not to do the company but related to one’s It’s important to show yourself to when faced with shifts in the workplace: industry. Those individuals may be an independent thinker and offer • Don’t hang out with the naysayers. “Don’t get connected from time to time provide helpful ideas related to the changes being with the ‘that’s a horrible idea’ people,” she said. Try your information about the nature of the discussed or made. best to be objective. changes, feedback on how best to Self-development, becoming savvy • Don’t be so closedminded that you can’t be influenced. respond to the changes, and advice about internal politics, and staying on challenges one is facing in dealing informed on what’s generally going on Remain open and flexible. with them, she said. within one’s company are other ways • Don’t go with your first reaction.

One of the common to be prepared for workplace changes, • Don’t depend on your boss alone for answers. misconceptions employees have, she added. “Understand your job but • Don’t neglect having a network that you can turn to for Turner said, is that company not just your job—understand your direction. leaders will provide them with all industry,” she said. S 16 USBE&IT | DEANS ISSUE 2017

www.blackengineer.com

Why America’s CEOs

Showed Up and Showed Out

To Promote Diversity M

Here are a few of the CEOs who pledged to act.

Tim Ryan

Senior Partner and Chairman Pricewaterhouse Coopers, US

Michael Mahoney Chairman and Chief Executive Officer Boston Scientific Corporation 18 USBE&IT | DEANS ISSUE 2017

ore than a 175 CEOs have pledged to act on diversity and inclusion.

CEO Action for Diversity & Inclusion is the largest CEO-driven business commitment to advance diversity and inclusion within the workplace.

Tyrone D. Taborn Chief Executive Officer and Chief Content Officer Career Communications Group, Inc.

Patricia K. Poppe President and Chief Executive Officer of CMS Energy Corporation and Consumers Energy Company www.blackengineer.com

Bringing together chief executive officers from America’s leading organizations, the commitment outlines actions that companies pledge to take to cultivate a workplace where diverse perspectives and experiences are welcomed and respected, where employees feel comfortable to discuss diversity and inclusion, and where best actions can be shared across organizations via a unified hub, CEOAction.com.

Building off the momentum of 40 years in diversity media, magazine publication, television, radio, and websites, Career Communications Group CEO and Publisher Tyrone Taborn signed the CEO Action pledge as the first of many important steps toward meaningful change.

“In the mid-1980s, when Career Communications Group (CCG) was founded, black representation among the nation’s 1.6 million engineers was only two percent – 32,000 men and women,” Taborn said. “Hispanics represented slightly over 2 percent of all scientists and engineers,” he added.

Taborn says when he looked at the progress of Black and Hispanic professionals and the changing demographics, it was

1

Continue to make workplaces trusting places to have complex and sometimes difficult conversations about diversity and inclusion: They will create and maintain environments, platforms, and forums where people feel comfortable reaching out to their colleagues to gain greater awareness of each other’s experiences and perspectives.

2

www.blackengineer.com

Sharing Best Actions

Career Communications Group decided to showcase role models for success so that young people from diverse backgrounds could see people from their own communities were scaling the heights of achievement and follow their pathways to STEM careers.

Three Commitments

The CEO Action for Diversity & Inclusion outlines three commitments that CEO Action will implement within their workplaces to cultivate a trusting environment that welcomes all ideas and empowers employees to discuss diversity and inclusion.

Implement and expand unconscious bias education: They commit to rolling out and/ or expanding unconscious bias education within companies in the form that best fits their specific culture and business. Additionally, they will make non-proprietary unconscious bias education modules available to others free of charge.

The CEOs recognize that these three commitments are not the complete answer, but they believe they are important, concrete steps toward building more diverse and inclusive workplaces. In the fall of 2017, a CEO Action for Diversity & Inclusion™ Summit will discuss best practices and learning, develop additional commitments, and welcome new signatories.

Ginni Rometty Chairman, Chief Executive Officer and President IBM

clear more needed to be done to support national efforts to increase the numbers of historically underrepresented people in the science, technology, engineering, and math (STEM) workforce.

Thomas A. Kennedy Chairman of the Board and Chief Executive Officer Raytheon

3

Share best—and unsuccessful—practices: They commit to helping other companies evolve and enhance their current diversity strategies and to encouraging them, in turn, to share their successes and challenges with others.

Learn more at CEOAction.com, and connect on Facebook at CEO Action for Diversity & Inclusion and Twitter at @ CEOAction. Visit https://www.ceoaction.com/ceos to learn more about what companies are doing to act on diversity and inclusion S

Thomas A. Fanning Chairman, President and Chief Executive Officer Southern Company

Freeman A. Hrabowski President The University of Maryland, Baltimore County DEANS ISSUE 2017 I USBE&IT 19

Managing

by Stephanie Knapp editors@ccgmag.com

value flexibil ity

y

g lo

no

ch

Independence

Te

r Ta isk ki ng

g n i c n a Bal and k r o W Life

20 USBE&IT | DEANS ISSUE 2017

www.blackengineer.com

Millennials: Strengthen How to

Cross-Generational

T

Teams

here is certainly no shortage of stereotypes around millennials, but are they all true? If they are, how does that affect the workplace dynamic?

While it’s interesting to look at how different generations approach their work and careers, they may not be as different as you think. Below we explore how generations of workers are different (and the same), how to best manage millennials, and what each generation can learn from the other.

Are Millennials Really That Different?

When it comes to millennials in the workplace, there are a few keys ways in which they are different from previous generations:

They like to be rewarded or recognized—often.

This plays right into the stereotype of the “everybody gets a trophy” generation, but the data backs this up. Forty-one percent of millennials would prefer to be recognized or rewarded at least monthly (if not more often), while only 30% of non-millennials expect such frequent praise.

They value flexibility.

Not only do millennials think workplace flexibility is a nice feature but they believe it enhances the entire working experience. From productivity to employee engagement and financial performance, Deloitte’s 2017 Millennial Survey found that millennials think options such as flexible working hours and locations help the business as a whole. Overall, millennials view work as a “thing” and not a “place.”

They feel accountable for issues in the world.

Millennials feel a sense of accountability to address issues such

www.blackengineer.com

DEANS ISSUE 2017 I USBE&IT 21

as climate change, social equality, the direction of their country, and the behaviors of large companies. However, they often feel that they have little influence over change. One area in which they feel the most influential is the workplace, where they hope to impact their peers, customers, and suppliers.

They may not stay at one company for long.

Although 38% of millennials worldwide still consider leaving their current job in two years, the number of young workers planning on leaving “soon” is decreasing. Instability in their country and the world has led more millennials to value workplace security.

In fact, the number of U.S. millennials that plan on staying in their position more than five years from now slightly surpasses the number planning on leaving in just two years.

They prefer teamwork.

Millennials prefer interactive work environments, team orientation, and giving great care to the growth and development of networks. On the other hand, Generation X-ers tend to prefer independence in the workplace.

Although there are marked differences between employees from different generations, there are a few things they all can agree on. For example, PwC’s NextGen study states that 96% of millennials want to talk face to face about their career plans and progress, which is nearly identical to the 95% of non-millennials who prefer the same.

When it comes to work–life balance, baby boomers may feel they “work to live,” while Generation X-ers and millennials are united in their outlook of “live to work.”

How to Be a Better Millennial Manager

Millennials may have different attitudes about their careers and preferences for their workplaces, but there are a few different ways a manager can better relate to their young team. The good news is that these adjustments will often be well received by your older employees as well. Some steps to be a better millennial manager involve the following: Creating an environment focused on mentorship: Millennials are focused on career development and therefore value mentorships. They want to be challenged to constantly improve and seek to create goals 22 USBE&IT | DEANS ISSUE 2017

within a plan customized just for them.

Offering flexible work options, where applicable: Sixty-four percent of millennials would like to occasionally work from home, and 66% would like to shift their work hours. It won’t just be your millennials that welcome this change either. Non-millennial workers desire this flexibility in nearly equal percentages.

Encouraging ongoing education and training: Millennials state that training is important to them and that they want to enhance their work skills through continuing education. Whereas millennials may prefer modern learning methods through interactive technology, the Wall Street Journal predicts that your older employees will gravitate toward static formats, such as PowerPoint.

Developing a recognition program: Employees from different generations may prefer recognition in different forms and frequencies, but positive reinforcement and recognition of achievements are good for everybody.

Baby boomers may prefer their praise in the form of a status-boosting companywide email, while millennials will be excited by increased responsibility and positive reviews.

Implementing technology for collaboration: Millennials are comfortable with technology, and access to tools that improve collaboration are a must-have. Additionally, West Midland Family Center’s Generational Differences chart points out that baby boomers value collaboration, and Generation X-ers have assimilated with tech. This means that a common ground can be found across the entire team.

What Cross-Generational Teams Can Teach Each Other Despite the fact that millennials have different communication and work styles than their older peers, they’re presented with the opportunity to learn from the generations before them. According to Monster, some of the lessons millennials learn from previous generations include the following:

Loyalty

Millennials are still less likely to stay with a single company for an extended period of time than other generations.

However, their peers may be able to show them the benefits of a long-lasting employer–employee relationship.

Independence

Although millennials enjoy collaboration and teamwork, older employees can teach them how to depend on themselves for a greater sense of independence and control over their own work.

General Workplace Experience

Simply put, older generations have worked longer and naturally have valuable advice to pass on. Especially if they’ve been at the same company awhile, older employees can teach millennials about workplace procedures, company policies, or general industry knowledge.

Teamwork is a two-way street, and the same goes for learning. Millennials can teach older generations in these areas:

Risk Taking

Millennials are entrepreneurial, love to think outside of the box, and are open to exploring new avenues by breaking the rules. Older generations can adopt a greater risk-taking attitude to innovation, especially if they have been in the same hierarchy or status quo for a while.

Balancing Work and Life

Younger generations can demonstrate what it’s like to strive for (and achieve) work–life balance, especially to the “work to live” baby boomers.

Technology

This seems like an obvious choice, but that doesn’t make it any less true.

Comfort levels with new technology may vary, especially between your oldest and youngest employees. Older employees may prefer to stick with their tried-andtrue processes, but millennials can teach them how to use technology to improve their work.

Finding Workplace Harmony

When working across generations, Fortune.com notes that millennials should keep in mind that older workers may be more individualistic, skeptical, and scarce with praise than they are.

Furthermore, non-millennials should be open to the new ideas and processes that millennials bring to the table. With open communication and understanding, a cross-generational team can work together with ease. S www.blackengineer.com

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I

NETWORKING

nformation is power—but only when it is utilized. It is the same for the connections made through networking. According to Beth Howell, U.S. Employment Compliance Officer at General Dynamics Land Systems, “Connections are a great source of power. It increases your ability to learn and grow.” You can find mentors, teachers, and resources through connections.

“Make that connection, and make it count,” encourages Ms. Howell.

You are not alone if you are uncomfortable in a group of people you do not know and the prospect of talking to them terrifies you. The key to overcoming these feelings is to “just do it. Don’t overthink…once you start, the conversation, it will come,” says Richard Wright, Director, Advance Tech and Innovation at Lockheed Martin. At first it will seem awkward and things may not flow as smoothly as you would like, but keep going.

“I had to make myself go and do these things…feel uncomfortable for a while until I got to a point where I was comfortable,” shares admitted introvert Olu Bolden, Sigma Six Expert Development & Certified Expert Lead for Integrated Operations at Raytheon.

Practice is the only way to get better at networking and to feel comfortable networking.

Networking can take place anywhere.

Do not make the mistake of limiting your networking efforts to professional occasions. You can make connections at school, through community organizations, while volunteering, or even while standing in line at the store or bank. Therefore, it is essential that you treat everyone you meet with respect.

24 USBE&IT | DEANS ISSUE 2017

IS A TWO-WAY STREET. You need to provide value and help others if you want them to help you

by Denise Stephens editors@ccgmag.com

Remember, you never get a second chance to make a first impression. “Stand in your excellence, be your best self...be a good person; that will get you far in life,” says Howell. “The world is six degrees of separation.... You may know the Queen of England through a sixth person,” states Wright. Someone may not be able to directly help you, but they may be connected to someone who can. “Titles aren’t everything,” says Ms. Howell.

“Don’t assume too much [about a person] until you have a conversation.”

Listening attentively to people conveys respect and lets people know you have a genuine interest in them. To listen attentively, Bolden recommends you “be fully engaged, block out everything else… understand what they are saying, respond appropriately, and, most importantly, remember what they say.” This may be difficult at first, but with practice, you will get better at it.

The goal of networking is to have meaningful conversations. You want to get their full names and contact information, find out what they do and what their interests are, and maintain the conversation. The more information you get, the better your chance of connecting with someone who can help in your personal and professional development. However, you need to let the conversation flow naturally while getting the information.

The most important part of networking is following up. You have made a connection, and you need to cultivate it. Otherwise, all your efforts were for nothing. Contact them soon after your first meeting. Wright suggests that you reach out during the holidays and occasionally throughout the year to find out how they are doing or where they are presently. Howell also advises that you tell people what you want.

However, networking is a two-way street. You need to provide value and help others if you want them to help you.

Howell advocates for “getting involved with employment resource groups and giving any way you can.” This is also true for contacts. Support the projects they are involved in, and introduce them to anyone in your network who might be able to help them. S

www.blackengineer.com

HOW I SPENT MY SUMMER

by Gale Horton Gay ghorton@ccgmag.com

Students Find Interning Makes for Valuable Classroom Connection n internship is stressed as an important way for students to gain work experience, develop insight into a career path, cultivate colleagues, and possibly earn money, but there’s also another benefit that’s often overlooked.

Interning can help connect what’s taught in the classroom with workplace applications and enhance understanding of concepts.

Several of the students US Black Engineer & Information Technology magazine contacted agreed that interning helps to deepen an understanding of what’s read in textbooks and discussed in lecture halls.

Kiante Bush graduated in December 2016 from Morgan State University with a degree in transportation systems engineering and a focus in supply chain and logistics. Currently he’s an Accenture Federal Services technology analyst, which involves utilization of technical architecture, IT, strategy, and program management to deliver solutions for U.S. federal agencies.

While in college, Bush interned for Northrop Grumman as a supply chain analyst as well as for JPMorgan Chase as an operations analyst.

Asked about the internship/classroom connection, Bush said it is significant.

“In many cases, internships helped me to better understand the real-world 26 USBE&IT | DEANS ISSUE 2017

www.blackengineer.com

HOW I SPENT MY SUMMER application within much of the material absorbed in the classroom,” said Bush.

“Often certain terms and concepts may not resonate most effectively until they can actually be put to use. For example, aside from simply studying product lifecycle, while at Northrop Grumman, I was able to gain a different perspective by actually viewing this process and becoming an essential component of it.”

North Carolina A&T State University junior Justin Neal worked as a liaison engineering intern at Northrop Grumman Aerospace Systems in St. Augustine, Florida, this summer.

“A lot of what I am doing is directly related to a class I just finished— Strength of Materials,” said Neal via email at the start of his internship. “I expect to gain a better understanding of what I have learned in class. I also hope to gain a better idea of what I want to get my masters in and what I want to do with my degree.”

This is Neal’s second internship “Based on my previous internship, I have been able to better grasp the material being presented in the classroom,” said Neal, 19. “In school, classes are based more on theory, so being able to think back to what I did on my internship and how it relates to what I’m learning makes the material easier to understand.

Phine Ulysse

graduated in May from Morgan State University with a degree in civil engineering and during the summer of 2017 was narrowing his options for employment as a bridge engineer.

While in school, he worked at WBCM LLC in Towson, Maryland, as a bridge inspection intern during the summer of 2016 and winter break www.blackengineer.com

of 2017. His internships entailed assisting with the inspections of bridges and culverts, completing inspection reports, conducting load rating analysis, and helping with the design of a Weir wall and reinforcement bars for one of Baltimore’s water facilities.

“When I first began taking my civil courses, well, even my math and physic courses, although I understood the concepts well enough, it was not until joining the American Society of Civil Engineers (ASCE) Steel Bridge Team at Morgan State University, then interning at WBCM, did I really get a chance to understand the application side of what I was learning in the classroom,” he said. “It was like completing the missing half of the knowledge I received in the classroom, in turn creating a holistic concept of engineering. I found myself getting more interested and excited about what I was learning.”

For Ulysse, the on-the-job experience helped to advance his progress in classes he would encounter when he returned to school.

“Interning definitely helped me understand so much of the information my professors were attempting to relay,” said Ulysse. “After interning, I took Elementary Steel Design, which many students would agree is not a walk in the park. Because WBCM was patient with me when teaching me concepts that were foreign to me, I was able to get a jump start on the class. I learned about slenderness, lateral torsional buckling behavior, bending strength of wide

flange beams, and even design concepts on concrete structures. I became even more interested than I otherwise might have been if I had not interned with WBCM. I believe interning is beneficial to all students interested in joining the workforce after graduation and for those looking to get the application understanding in their field down as well.”

North Carolina A&T senior Gabrielle Rodgers, who completed her fourth internship this summer, said interning definitely clarifies classroom concepts and teachings.

“I directly applied coursework such as Project Management and Systems Approach, in which we learned the 5s method, Lean Six Sigma, DMAIC, 3Ps, etc. I have also utilized skills such as SolidWorks and almost all Microsoft applications, which were thoroughly taught throughout multiple courses. In addition, I have colleagues who have utilized courses such as Operations Research, Production, [and] various coding platforms to conduct their internships further, speaking on the benefits of internships clarifying academic teachings.” S

DEANS ISSUE 2017 I USBE&IT 27

HOW I SPENT MY SUMMER

by Gale Horton Gay ghorton@ccgmag.com

Students Using Internships as Path to Future Ambitions

T

hey may not have earned their degrees yet, but many students have spent the summer in the workforce while engaged in serious technical work. We asked several students to share how they spent their summer and what they learned from it.

Gabrielle Rodgers is a senior at North Carolina A&T State University. Last summer, the BEYA community award winner interned for 10 weeks at the Portsmouth Naval Shipyard in Kittery, Maine. Her position was as a process improvement engineer.

“The purpose of the shipyard is to refurbish and maintain ships for the Navy,” said Rodgers. “Process improvement engineers’ role is to be project facilitators for the shipyard worker process improvements. For example, last year I facilitated a project employing 5S knowledge to develop a one- to two-year plan improving space utilization and inventory control of a machinist workcell.

“This is not my first internship; in fact, this is my fourth. Last summer, I interned at the same facility, and the two internships prior to that were with Toyota.

“The internship is a part of my scholarship program, the SMART Scholarship for Service Program. The scholarship funds student tuition and 28 USBE&IT | DEANS ISSUE 2017

fees plus an annual stipend in exchange for an internship during each summer prior to graduation and a job following.

“I applied for the SMART Scholarship during my sophomore year and received it starting my junior year.”

Asked about the interview process, Rodgers described it this way: “In the first phase of selection, applications are reviewed by the program to then be sent to the individual sponsoring facilities. In the second phase of selection, sponsoring facilities select applicants they are interested in to move forward with interviews. I conducted phone interviews with two sponsoring facilities during the second phase. Then a site visit was conducted in the third phase at the mutually chosen facility, the Portsmouth Naval Shipyard, before making a final decision.

“The internship is related to work I hope to do after graduation along the lines of work making systems better. Systems are everywhere. After participating in the program, I can apply the same knowledge to the entertainment and education industries, where my passions lie.”

Rodgers sees a payoff in her future for spending her summers interning instead of relaxing.

“I expect to grow in my understanding of systems efficiency,

project management, and project facilitation. Also, I expect to improve as a speaker and presenter through conducting shipyard-wide process improvement workshops. Lastly, I expect to develop relationships across all ranks to gain insight on matriculating to senior leadership throughout my career. Through all of this, I hope my work and spirit will be value-added by positively impacting the people around me every day because that’s what makes engineering worth it.”

Justin Neal, 19, a junior at North Carolina A&T and a BEYA academic award winner, completed his second internship—a paid internship—this summer at Northrop Grumman Aerospace Systems in St. Augustine, Florida.

“I am a liaison engineering intern. I work as a part of the Fuselage Integrated Product Team providing knowledge on how to fix non-conformances during manufacture of the E-2D Hawkeye,” said Neal.

“I acquired the interview through the career fair at my school, North Carolina A&T State University. I applied for the internship in September. I was interviewed in person the day after the career fair on campus.”

Neal has his sights set on working in the aerospace industry.

“This position is just one of many jobs that I could do in this industry.

Hopefully I can work in a different part of the company next summer to get a better idea of what exactly I want to do with my major.” S www.blackengineer.com

40%

According to New CBcampus.com Survey

of hiring managers would hire college interns for full-time, permanent positions.

Let us help you!

The CCG Job Match internship program connects and places diverse students and recent graduates with top STEM employers that offer invaluable work opportunities and experiences.

If you are ready to jump-start your career, visit

http//www.ccgjobmatch.com

Career Communications Group, Inc. | 729 East Pratt St., Suite 504 | Baltimore, MD 21202 | (410) 244-7101 | www.ccgmag.com

EDUCATION

EDUCATION

INTERNSHIPS: 7 THINGS YOU NEED TO KNOW

by Terrence Dove editors@ccgmag.com

An internship can be a major pivot point in a person’s lifetime. Here are 7 things you need to remember before, during, and after your internship opportunity.

LEARNING SOMETHING NEW Film school was a privilege I could not afford.

– Ava DuVernay

TAKE THE RIGHT COURSES

I tell students that the opportunities I had were a result of having a good educational background. Education is what allows you to stand out.

–Ellen Ochoa The better educated you are, the better prepared you will be for opportunities.

Be sure to educate yourself beyond your field of study. You have to know your academic area of study and how it fits into the bigger structure of the world.

You need to understand how you fit into the larger framework of the world.

Do you understand philosophy? Do you speak a second or third language? Do you understand beyond your academic field of study the history, politics, and philosophy of the industry you are entering? Continue to expand your academic knowledge so you have the breadth of knowledge you need to be a cultural fit. At high society functions in Manhattan, you need to be able to speak about the arts. In Shanghai, you should understand the history and cultural sensitivities of the Chinese people. And in Singapore, you need to know the historical reasons why that island nation has become so wealthy. This must be done by means of a broad education.

30 USBE&IT | DEANS ISSUE 2017

You have studied. You are considering your future and your life, which are quickly becoming set. However, perhaps you have dependably had a dream to accomplish something in life. Why not expand your horizons and stretch in doing an internship beyond your field of study? A new experience will give you a chance to learn about an area you may not have had the privilege to pursue. In the best-case scenario, you will develop a new burning passion in life. In the worst-case scenario, you will have learned a set of skills that may help you later in life. Just because you may not be able to afford particular training or classes earlier in your life doesn’t mean you cannot take a dive into a field. Many companies are willing to teach you what is needed. All that is required is that you have the desire.

KNOW YOUR DREAMS The biggest adventure you can ever take is to live the life of your dreams.

– Oprah Winfrey During your internship, you will be learning new things and meeting many new people. Be sure to take time during the experience to carefully reflect if what you are doing is your dream. It is easy to get caught up in a job because the industry or company is prestigious, your parents want this future for you, or your friends are doing the same thing, so “Why not?” Stop. You need to know what your dreams are. That way you can chart what pathway you need to take to achieve them. During and after your internship, decide if what you did is what you want to do. Always remember your dreams, and you will always discover your pathway. www.blackengineer.com

CHANGE IS HAPPENING

BE PREPARED

I wouldn’t be anywhere without the Internet.

– Issa Rae

Most of the great directors I’ve worked with–De Palma, Spike Lee–like rehearsals.

Rehearsals make a huge difference.

– John Leguizamo

If you don’t like something, change it. If you can’t change it, change your attitude.

– Maya Angelou Change is happening all around you. In your lifetime, every industry and company will face a seismic market shift. Now think during your internship about how this industry or company may be changed in the future.

Are they preparing for this future or not? This is your opportunity to find new opportunities or even create your disruption in the field.

YouTube, Twitch, Facebook, and Instagram created celebrities when others were still waiting to be chosen by a studio executive. You have the ability to create new opportunities for yourself as well as others. During your internship, look for where change may happen.

www.blackengineer.com

LEARN AS MUCH AS YOU CAN The beautiful thing about learning is nobody can take it away from you.

– B. B. King No matter how challenging an experience may be, always remember that what you will learn can never be taken away from you.

Try to learn and absorb as much knowledge and as many skills as possible.

Things you learn during your experience can help you in other areas of your future personal and professional life. Make it a goal to learn one new thing per day, and keep a diary listing what you have learned. Try to perfect that knowledge during your period of internship. Don’t just stop learning after your internship is over, but try to build on the knowledge you have acquired. Learn as much as you can because the knowledge you gain is yours forever.

Be prepared. Be prepared.

Be prepared. Those who are not prepared are bound to fail. Don’t allow yourself to be one of those people.

Research any organization that is considering interning.

At the minimum, you need to know when it was founded, the mission, the leadership, and the current news about the organization.

Think of possible interview questions you may be asked and how you would respond. Make an action plan of what objectives you will fulfill during your internship. Acceptance of an internship does not stop the preparation process.

Continue onward by learning your responsibilities and performing them dutifully.

Always be on time. And be aware that all that you are doing will be preparing you in one way or other for your future.

BE EXCELLENT We need to internalize this idea of excellence. Not many folks spend a lot of time trying to be excellent.

– Barack Obama You have prepared yourself to the best of your ability.

Now, during your internship, seek excellence. Work hard, and regardless of the circumstance, you are placed in, recall your dream.

Your dreams will set your pathways, push you to excellence, and reminds you why you chose to intern. In excellence, you will be able to gain valuable lifelong skills.

You will also be noticed, and you never know who may be noticing. It may very well be your fellow interns, organization employees, and people you will meet during your internship that become the lifechanging contacts for reaching your dream. Always be excellent. S DEANS ISSUE 2017 I USBE&IT 31

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US Black Engineer and Information Technology magazine provides black technology news and information about black engineering, black technology, black engineers, black education, black minorities, Black Engineer of the Year Awards (BEYA), and historically black colleges and universities (HBCU) from black communities in US, UK, Caribbean, and Africa.

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Leading Voices USBE Magazine’s Leading Voices have a clear view of innovation and the future of work in the Digital Era. In this maiden issue, Morgan State University’s Dr. Michael Spencer, one of the most active engineering deans in the growth of compound semiconductors, microwave devices, power conversion devices and solar cells, explores Makerspaces, student creativity, and next generation jobs.

Innovation expert Jem Pagan takes things to the next level by looking at how you can disrupt yourself, provoke your skill development, and take advantage of opportunities in the digital marketplace.

Contributors

Morgan State University’s Michael G. Spencer is dean of the Clarence M. Mitchell Jr. School of Engineering, only the second dean in the school’s history.

Dr. Spencer has more than 160 publications and 20 patents in the fields of compound semiconductors, graphene,

Dr. Michael Spencer

Leading Voices

Dean, School of Engineering Morgan State University

power conversion, microwave devices and solar cell technology.

Contributing Editors .........................

Dr. Michael Spencer

Jem Pagán is currently the Director of

Dean School of Engineering Morgan State University

Technology Strategy for JNK Securities, a research and trading firm for institutional

Dr. Gary Harris

investment organizations in the greater

Professor Engineering Department Howard University

New York City, Boston, San Francisco and Toronto regions. In this role, Mr. Pagán

Dr. Victor McCrary

manages the firm’s strategic thought

Member National Science Board

Dr. Kamal Nayan Agarwal Vice-Chairman Modern Technology and Management Institute Howard University

Jem Pagán

leadership program and research of

Jem Pagan CTO Flatiron Strategies

emerging technologies, technology innovation and future disruptions in the IT, telecom, digital media and alternative energy industries.

Chief Technology Officer Flatiron Strategies

www.blackengineer.com

DEANS ISSUE 2017 I USBE&IT 33

Jem Pagan, CTO, Flatiron Strategies

Leading Voices

Disrupt yourself, provoke your skills, and take advantage of the digital marketplace I

t’s no secret that the manual labor workforce has been impacted by artificial intelligence, or AI. Robotics and machine automation are replacing people and disrupting many facets of the manual labor workforce. Intuitive machines are now doing the work of hundreds of employees and, over time, reviving the ROI for those organizations.

Machines don’t take vacations, sick days, or lunch breaks, and they don’t work in specified periods of time.

They are always on. That’s the disruptive ideology around AI. This evolution has transpired over the last 20+ years in manufacturing, shipping supply chains, product manufacturing, and product-to-delivery markets.

For the first time in the history of the knowledge workforce’s conception, we now have AI looking and pointing toward the knowledge workforce.

Now AI is being developed with the capability to think like humans. This is what we call machine learning, where the machine is trained to think, reason, or process data similar to what humans have done. We are in the early stages of this phenomenon, also known as the “supervised machine learning phase,” where much of the training is being driven by businesses and the data scientists who create algorithms that mimic the physical world.

Those algorithms are constantly being tuned to past historical data that we already know the answers to so that the machine can give us some indication that it is catching on to the process. If you analyze past information to process the incoming data with the actual outcome that occurred, you can now “teach” a machine to learn the incoming data, derive the outcome, and measure the accuracy. This is how we understand the maturity of the machines running specific algorithms and platforms. The ideal goal is to achieve unsupervised machine learning. In the unsupervised learning state, AI will no longer need to be trained; it will start to train itself.

34 USBE&IT | DEANS ISSUE 2017

This is similar to how we humans perceive, reason, learn, and take in data based on our senses, reasoning capabilities, and acquired knowledge.

I believe we are in a 10- to 15-year span of seeing unsupervised learning enter the market across every vertical possible: financial, retail, government, manufacturing, supply chain, etc.

As that process continues to evolve, there will be less of a need for people to do what will ultimately become automated work. That fact has been acknowledged by some, yet it has been pushed to the back by others because we need people to disrupt people. One part of the existing workforce will always be developing this technology, and they will continue to develop it for years and years.

They’re not truly disrupted, because they are authors of the technology and will be needed to service, expand, and continue to innovate the technology.

But then there is part of the workforce that is and will be disrupted by this technology. Whatever their role, responsibility, or task, there is the possibility that an algorithm will be created to replace their expertise. The question is, what do we do with all of these people? How will we manage society?

When you start to consider the introduction of AI, one has to look at what is necessary as an employee or a career professional today to make sure he or she is on the non-disrupted side of the curve. What is needed today to be a part of the non-disrupted process but also to profit from it and be able to take full advantage of it while not being displaced by it? In order to do that, an individual must shift to a lifelong learning mentality.

In addition to the traditional degree process and the matriculation of students going through higher education, that could mean looking for more specialized, short-term, certificatebased educational achievements that

help workers become more proficient in a particular area of interest based on certifications that can provide a faster insight process. Instead of moving toward the typical four-year career pathway plan, professionals can be up and running in the workforce six months after graduating from high school.

How can they do that? One surefire way it can happen is through coding certification. For the first time, students are going to code schools and utilizing that training as a professional pathway.

And because there is a huge deficit from a workforce necessity perspective in cybersecurity, language programming development, and data sciences, coding will definitely be a faster career pathway.

These are areas where we will see a spike in promotion, marketing, and propaganda driving more STEM-based awareness incentives.

If I am looking to avoid disruption from AI, I have to look at STEM as a knowledge workforce, no matter where or what particular role I play.

Whether it involves marketing, sales, or finance, STEM is going to be there as an opportunity to begin redesigning professional career paths in order to take advantage of the addressable number of upcoming opportunities that will undoubtedly involve STEM in some shape or form.

That won’t necessarily mean workers will have to be mathematicians or the best coders. What it will mean is that they will have to have more intimate knowledge of technology and how it can be used so that it can spur innovative thought.

Take, for example, the clothing retail industry. That may seem like the polar opposite of a STEM-focused career. But if I mentioned the use of geolocation data or the blending of brick-and-mortar omni-channel and digital experiences, then technology becomes the most important topic of conversation. If I track someone on the phone and watch very closely what www.blackengineer.com

Dr. Michael Spencer, Dean, School of Engineering, Morgan State University

they’re searching for, and they happen to search for a jacket and walk past Macy’s, I can pop up a Macy’s coupon for a jacket of that type or similar to drive an impulse reaction on their part to head to Macy’s to get that jacket. Or I can pop up an e-commerce link to say, “Buy the jacket online, and we’ll deliver it to you.”

Just like that, retail becomes a STEM and technology market and less face-to-face, people-to-people intensive marketing. If I’m in retail, I should begin to look at technology and begin to understand how to leverage and adopt it to be more relevant in my professional area.

Similarly, as a cashier at the traditional point of sale, I can now look at the opportunities with mobile applications or processes to see the historical perspectives of time-based or time-series data that analyzes optimal shopping times. I can begin to contribute to that discussion and start providing insight without ever understanding how technical solutions are going to work.

Before technology can be implemented, processes have to be understood. To be a part of the innovation of AI, as opposed to being disrupted by it, I have to look at how, when, and why I do things within my organization. That’s the future of knowledge workers—not to be intimidated by AI but to continue to look at insights to create innovative ways of driving process automation and workforce efficiency.

Workforce disruption has been a regular occurrence for hundreds of years. Every time disruption enters a market, new markets are always created. Such is the case with this digital age and the introduction of artificial intelligence. AI is nothing to fear; however, it should be a catalyst for considering opportunities for the knowledge workforce to begin looking at what markets are going to be created as a result of AI entering the workforce. By putting eyes and ears on those opportunities, workers will be able to take advantage of those market opportunities and forge their own paths into the new digital marketplace. S www.blackengineer.com

Makerspaces, Student Creativity, and Next Generation Jobs W

hen most people think of artificial intelligence technology, they imagine a utopic future Star Trek journeying into space, exploring new worlds and galaxies using advanced technologies. The Hollywood portrayal is always viewed as a promising future. But there is another possibility that technology can bring.

I’m not referring to a future with malevolent computers that want to take over the world, like HAL in Kubrick’s 2001: A Space Odyssey, but rather a dark, dystopic future where society is more divided between the digital “haves” and “have nots.”

Artificial intelligence, or AI, is not new, and it has long been predicted to have a dramatic impact In fact, we are already seeing the impact of artificial intelligence. AI is prevalent in subtle aspects, such as the disembodied voice you hear on the phone when you inquire about a bill, or robotic machines you see in TV ads that will clean up by avoiding obstacles. The influence of AI can also be seen in Pandora, Google, and Amazon software; they all learn your surfing history and recognize personal trends so ads that might appeal to your interests suddenly appear on web pages, all a consequence of artificial intelligence.

As it continues to evolve, AI will appear in stand-alone and human augmentation forms. Both implementations have the capacity to make obsolete many blue collar jobs and, surprisingly, a large number of white collar jobs. Not only will AI impact (and possibly eliminate) jobs that require hand skills, but it will also impact careers where the job function is repetitive in nature. Those jobs are not increasing in number today; rather, they are flattening out at a rapid rate.

As an example of what continued innovation in AI would produce, consider car transportation and food delivery mobile apps. Uber has created opportunities and new jobs that give people the ability to earn extra wages.

But self-driving cars are on the horizon, and the technology for self-driving cars is rapidly improving. Self-driving cars (which, ironically, Uber is also investing in) will eliminate or drastically reduce the gains made by Uber drivers.

Herein lies the problem: When society catches a cold, Black communities catch pneumonia. The impact that AI job transfers will have on communities of color will be dramatic.

So what kind of future are we going to have?

Without a paradigm shift, it will be divided and polarized. The job loss and opportunity loss will parallel the situation in the energy sector. The sharp reduction in dependence on coal for energy left communities in the Midwest desolate. Similar situations can be envisioned in big cities like Baltimore.

Those who understand AI and computer technology, have a sense of preparedness for emerging jobs and careers. Those communities that do not have the education, and do not know how to seek out training will fall victim to ever-changing trends and fall further back economically. It is the crux of what is known as the “digital divide.”

This being the situation, it is imperative for institutions like Morgan State to provide a gateway. We have to train people not only for the jobs that are here today but for the jobs that will be. We have to train people to think innovatively and take advantage of technology. All projections that we are seeing now indicate that computerrelated jobs are going to increase by at least 25% over the next few years. We know that careers in AI technology, deep machine learning, cybersecurity, and computer programming, can change the world very rapidly. We have to think about what is going to happen in the future and train people to adjust to a rapidly shifting landscape. If we do so, perhaps the technological revolution will lead to a utopic future, not a dystopic one. S DEANS ISSUE 2017 I USBE&IT 35

Rod Newhouse, SAIC

Leading Voices

Affirmative Action….

A View from the Trenches I

am a black man. In 1992, I was valedictorian at a primarily black high school in Flint, Mich., and I went on to study aerospace engineering at MIT. I studied hard in high school, but when I got to college, I discovered that I didn’t speak the same language as my peers. Yes, we all spoke English, but they used words — like “integral” and “differential” — that I had never even heard before.

Fortunately, there were programs available to help students like me catch up. But “catching up” at a place like MIT is like chasing a speeding bullet. You need to run much faster than everyone else just to finish even with them. I made it through — I even won some prestigious awards — but it was a hard, brutal road.

Some would argue that I should not have been admitted at all. Even though I was a high school valedictorian, I was “unprepared.” I “took a spot from someone who deserved it more.”

My SAT scores were lower than my peers’. I’d mastered my high school coursework, but that didn’t matter much. “How did you get here without learning that?” other students said to me. “Someone here should just know this stuff.”

The isolation and shame I felt stopped me from seeking out help.

I didn’t want to be labeled an “affirmative action student.”

But eventually I got over my pride, and when I did I found a wealth of tutoring, outreach programs and other resources to help me. In time I thrived. But it’s still hard for me to listen to condemnations of supposedly unworthy minority students getting opportunities in place nonminorities. These students deserve our praise and admiration for the enormous step up that they have to manage just to get to the same level as their peers.

When I entered MIT, most freshman already had one to two years of college-level calculus. I had none. To just barely be able understand my “entry level” classes, I had to fight to learn a year’s worth of college-level material in my first few weeks at school — all while my classmates were moving forward at an incredible rate. (This was MIT after all.) “Affirmative action students” do this every day, even as they are stigmatized and sometimes demonized simply for their presence on campus,

as if they’re somehow at fault for the Zip code they grew up in.

It’s a lot easier to go fast if you’re born in a Ferrari than a Ford Pinto.

The alternative to affirmative action — purely merit-based admissions — looks at what a student has demonstrated in high school and on standardized tests. That is just fine if you assume that all applicants start off in the same place and have equal access to opportunities to succeed. Unfortunately, that is not the America that we live in.

There is a wicked, viscous cycle at work in our educational system. Today, I am raising four really sharp kids in the D.C. area. Our local PTAs donate thousands to our schools each year to make sure our children have access to everything they need to succeed. When I was in high school, my textbooks were sometimes older than I was.

Children in many places do not get the preparation necessary to pursue a college education. As a result, many do not even view it as a possibility. In turn, low college admission rates cause resource-starved school districts to lower their ambitions for their students. The cycle goes on and on.

The reality is that a child from my old neighborhood may have to work much harder than a student from my new neighborhood just to reach the national average. Sadly, they simply start from a greatly disadvantaged position.

There is a reason children of college graduates attend college at a much higher rates than those of non-college graduates, regardless of race. Parents who know the system can better prepare their children. It’s not a “smart” thing or a “race” thing. You just can’t teach someone something that you don’t know.

At 16, my oldest son has mastered material I didn’t see until I got to MIT. We are working hard to get him ready for the college admissions process, and he’s even listening (a little).

I’m convinced he will be accepted to a good school based solely on the strength of his application. But when he gets there, there will probably be some who underestimate him because of his skin color. That’s fine. That can actually be used to his advantage. We’re preparing him for that, too.

The alternative to affirmative action — purely merit-based admissions — looks at what a student has demonstrated in high school and on standardized tests. That is just fine if you assume that all applicants start off in the same place and have equal access to opportunities to succeed. Unfortunately, that is not the America that we live in.

36 USBE&IT | DEANS ISSUE 2017

www.blackengineer.com

CAREER

OUTLOOK 2017 USBE’s

Survey Results Who’s Recognizing Minorities in STEM?

Most Admired Employers Organizations That Get IT

www.blackengineer.com

DEANS ISSUE 2017 I USBE&IT 37

CAREER OUTLOOK STEM and the Future AEROTEK ABBOTT AT&T BAE SYSTEMS BANK OF AMERICA BOEING BOOZ ALLEN HAMILTON BOSTON SCIENTIFIC CORP. CH2M HILL CHRYSLER CHRYSLER CORPORATION CHRYSLER GROUP LLC CIGNA HEALTHCARE CISCO SYSTEMS CITY OF CHARLOTTE CONSUMERS ENERGY COMPUTER SCIENCES CORNING INC. COX AUTOMOTIVE DTE ELI LILLY FCA US LLC GENERAL DYNAMICS GENERAL MOTORS GOODYEAR TIRE & RUBBER GULFSTREAM AEROSPACE HARVARD UNIVERSITY HEWLETT PACKARD HUNTINGTON INGALLS IBM INFOSYS JACKSON STATE UNIVERSITY JOHNS HOPKINS APPLIED PHYSICS LABORATORY JOHNSON CONTROLS LOCKHEED MARTIN CORPORATION LOEWS MITRE NASA NAVAIR NAVSEA NORTHROP GRUMMAN CORPORATION ORACLE ONYX CONSULTING RAYTHEON COMPANY SIEMENS SOUTHWEST AIRLINES TEXAS INSTRUMENTS U.S. AIR FORCE U.S. ARMY U.S. ARMY CORPS OF ENGINEERS U.S. COAST GUARD U.S. NAVY WAL-MART STORES 38 USBE&IT | DEANS ISSUE 2017

by Lango Deen ldeen@ccgmag.com

www.blackengineer.com

Job Horizon CAREER OUTLOOK

MOST

ADMIRED EMPLOYERS

ORGANIZATIONS THAT GET IT, WHERE USBE READERS WOULD RATHER WORK S Black Engineer (USBE) magazine conducted its seventh annual opinion research on the American workforce in 2016.

Over thirteen weeks last spring, respondents to USBE’s Most Admired Employers Survey listed employers they admired the most as well as those that provide some of the best career opportunities, including training and professional development, career promotion, and progression.

www.blackengineer.com

DEANS ISSUE 2017 I USBE&IT 39

CAREER OUTLOOK Professional Life

In addition, survey respondents listed the employers they felt offered the best benefits: flex time, maternity/paternity leave, telecommuting, and gym facilities.

One hundred eighty-five respondents to USBE magazine’s Most Admired survey gave a snapshot of the employers that had the most innovative practices for a workforce to thrive in the digital age.

BIG

Goods Producing

Mining & Logging

Industries Oil & Gas

Construction

Manufacturing

Machinery

Computer & Electronic Products

Communications Equipment

Semiconductors & Electronic Components

Electronic Instruments

Electrical Equipment & Appliances

Transportation Equipment

Motor Vehicles

Nondurable Goods

Trends

Over the past decade, employers in consumer goods industries, such as Apple Inc. and General Motors, have earned honorable mentions in HE’s Most Admired Employers Survey.

Technology companies as well as those in aerospace/defense industries are also much admired.

Below are the 70 employers that are most admired by HE magazine readers, listed from A to Z and by sector.

TOP 9 EMPLOYERS Apple AT&T Booz Allen General Motors Google IBM Lockheed Martin Northrop Grumman Southwest Airlines Co. MOST ADMIRED EMPLOYERS

BY SECTOR

CHEMICALS, ENERGY

Profile of Survey Respondents

More than 75 percent of the respondents to USBE’s Most Admired Employers Survey identified as professionals. Fifty percent were married, with almost 38 percent being single and the rest widowed, separated, or divorced.

Over 64 percent had at least one child, and more than 20 percent earned $50,000 to $74,000, with 25 percent in the $75,000–$99,000 bracket and 42 percent earning $100,000 and above.

Forty-seven percent of the survey respondents have earned a master’s degree, with 14 percent holding a Ph.D. in a STEM field. Another twenty-eight percent plan to pursue a master’s degree. More than 33 percent of the respondents work in engineering, with 26.5 percent in Information Technology and the rest in R&D and other STEM-related fields.

Forty percent of the respondents have been with their employers for more than 10 years, with at least 23.9 percent with their employers for five years. A quarter of the respondents were in the first two years of their careers. Survey respondents are all employed by organizations that hire at BEYA STEM Conference job fairs and that nominate their employees for awards. These include Gulfstream Aerospace, HP, Exelon, Raytheon, Oracle, Wal-Mart, Naval Sea Command, and the Army.

40 USBE&IT | DEANS ISSUE 2017

B BP Plc B Chevron Phillips

CONSUMER GOODS INDUSTRIES: Automotive, Consumer Durables, Non-Durables, Food & Beverage B Apple Inc. B BMW B Coca-Cola Co. B General Motors B Procter & Gamble B Toyota B Whole Foods Market

www.blackengineer.com

Professional Life CAREER OUTLOOK

FINANCIAL INDUSTRIES: Banking, Financial Services, Insurance B Accenture B Bank of America Corporation B Cap Gemini B Intuit B Quicken Loans B T. Rowe Price B The Travelers Companies B Wells Fargo & Co.

HEALTH CARE INDUSTRIES: Drugs, Health Services B Boston Scientific B Covance B Johnson & Johnson B LifeBridge Health

AEROSPACE/DEFENSE INDUSTRIES: Industrial, Materials & Construction B Boeing B Cayley Aerospace Inc. B General Electric B Huntington Ingalls Industries B Lockheed Martin B Northrop Grumman B Space Exploration Technologies Corp.

(SpaceX)

SERVICES INDUSTRIES: Diversified Services, Leisure, Media, Retail, Transportation, Wholesale B Amazon.com Inc. B Disney–ABC Television B McDonald’s Corp.

B The Container Store B Estée Lauder B HBO, Time Warner B Kraus USA Inc. B Mary Kay Inc. B The Richards Group B Southwest Airlines Co. B Under Armour, Inc. www.blackengineer.com

B WestEd B Zappos.com

TECHNOLOGY INDUSTRIES: Computer Hardware, Computer Software & Services, Electronics, Internet, Telecommunications B AT&T Inc. B Dell EMC B Facebook Inc. B General Electric B Google (Alphabet Inc.) B IBM Corporation B Intel B Microsoft B National Instruments Corporation B Systems Planning and Analysis, Inc. B Texas Instruments B Xerox

UTILITIES B Baltimore Gas & Electric B Booz Allen Hamilton B Consumers Energy B DTE Energy B Exelon

FEDERAL AGENCIES, MILITARY SERVICES, EDUCATIONAL INSTITUTIONS B Department of Defense B Department of Energy National Labs B Food and Drug Administration B National Security Agency B NASA Jet Propulsion Laboratories B U.S. Navy

NONPROFITS, EDUCATIONAL INSTITUTIONS B Embry-Riddle Aeronautical University B Mayo Clinic B University of California

Who’s Recognizing Leaders in STEM?

For more than 20 years, the BEYA STEM Conference has been connecting employers that seek to hire diverse talent with people in scientific and technical fields. The conference highlights the success of people in science, technology, engineering, the arts, and math careers; provides opportunities for training and professional development; and promotes people in STEM. Below are employers who have nominated the most employees who have been recognized for demonstrated excellence in the workplace and in their communities.

PIPELINE DEVELOPMENT PROGRAMS - Career development - Career progress and promotion - Work–life balance - Educational assistance - Wellness - Community service/ volunteering - Company events & entertainment Aerotek Abbott AT&T BAE Systems Bank of America Boeing Booz Allen Hamilton Boston Scientific Corp.

CH2M Hill Chrysler Chrysler Corporation Chrysler Group LLC Cigna Healthcare Cisco Systems City of Charlotte Consumers Energy Computer Sciences Corning Inc. Cox Automotive DTE Eli Lilly DEANS ISSUE 2017 I USBE&IT 41

CAREER OUTLOOK Professional Life

Who’s Recognizing Leaders in STEM? continued

FCA US LLC General Dynamics General Motors Goodyear Tire & Rubber Gulfstream Aerospace Harvard University Hewlett Packard Huntington Ingalls IBM Infosys Jackson State University Johns Hopkins Applied Physics Laboratory Johnson Controls Lockheed Martin Corporation Loews MITRE NASA NAVAIR NAVSEA Northrop Grumman Corporation Oracle Onyx Consulting Raytheon Company Siemens Southwest Airlines Texas Instruments U.S. Air Force U.S. Army U.S. Army Corps of Engineers U.S. Coast Guard U.S. Navy Wal-Mart Stores

42 USBE&IT | DEANS ISSUE 2017

ACCENTURE has 5,000 patents and pending applications in 44 countries.

The company has served clients in 120 countries. They provide services in strategy, consulting, digital, technology, and operations. Ninety-eight of their top clients have worked with them for at least 10 years. They work across 40 industries. To learn more, visit www.accenture.com. >>>>>>>>>>>>>> APPLE products have led to almost 2 million U.S. jobs—from engineers and retail employees to suppliers, manufacturers, and app developers. Nearly 1.4 million of those jobs are attributable to the iOS ecosystem. Spend with U.S.-based suppliers supports 361,000 jobs, and Apple employs 76,000 people in the U.S., representing two-thirds of Apple’s workforce. To learn more, visit www.apple.com. >>>>>>>>>>>>>> AMAZON is a company with 50,000 employees. Here are some of the innovations pioneered by Amazon: 1. Amazon Marketplace – Selling Products to Millions of Customers 2. Amazon Fire TV – Tiny Box, Seamless Streaming 3. Fire Tablets – Bringing Movies, TV Shows, Apps, and Much More to Customers To learn more, visit www.amazon.com. >>>>>>>>>>>>>> On any given day, AT&T’s network carries 137 petabytes of data traffic. Their IP network connects cars, machines, and shipping containers and delivers services to Fortune 1000 businesses on six continents and neighborhoods across the U.S. Their network also covers 400 million people in North America. AT&T Labs has more than 12,500 patents. To learn more, visit https://about.att.com. >>>>>>>>>>>>>> Headquartered in Baltimore, BALTIMORE GAS AND ELECTRIC is Maryland’s largest natural gas and electric utility, delivering power to more than 1.25 million electric customers and more than 650,000 natural gas customers in central Maryland.

BGE is a subsidiary of Exelon Corporation, the nation’s leading energy supplier. To learn more, visit www.bge.com. >>>>>>>>>>>>>> BANK OF AMERICA serves 46 million consumer and small business customers with 4,600 retail financial centers, 15,900 ATMs, and online banking with approximately 34 million active accounts and nearly 22 million mobile users. The bank is a leader in wealth management and corporate and investment banking and serves corporations, governments, institutions, and individuals: http://about.bankofamerica. com. >>>>>>>>>>>>>> BMW of North America, LLC was established in 1975 as the United States importer of BMW luxury/performance vehicles. BMW of North America assumed import and distribution responsibilities for BMW motorcycles in 1980. BMW of North America also began to distribute light trucks in 1999. BMW of North America’s headquarters is located in New Jersey. To learn more, visit www.bmwusa.com. >>>>>>>>>>>>>> BOEING is an aerospace company and manufacturer of jetliners and defense, space, and security systems. A top U.S. exporter, the company supports airlines and customers in 150 countries. Boeing products include military aircraft, satellites, weapons, electronic and defense systems, launch systems, advanced information and communication systems, and logistics and training. To learn more, visit http://www. boeing.com/company. >>>>>>>>>>>>>> BOOZ ALLEN HAMILTON celebrated its 100th anniversary in 2014. It provides services primarily to the U.S. government in defense, intelligence, and civil markets and to major corporations, institutions, and not-for-profit organizations. Booz Allen offers clients consulting, analytics, technology, and engineering to help solve their toughest problems. To learn more, visit www.boozallen.com. >>>>>>>>>>>>>> BOSTON SCIENTIFIC CORPORATION is made up of 25,000 colleagues in 40 countries, with a portfolio of 13,000 products at the forefront of the medical device www.blackengineer.com

Professional Life CAREER OUTLOOK

industry. Their journey of innovation began in 1979 and continues today with a legacy of delivering innovation to meet patients’ needs around the world and deliver economic value to their customers. To learn more, visit www. bostonscientific.com. >>>>>>>>>>>>>> Chances are, BP does something where you are. BP provides customers with fuel for transportation, energy for heat and light, lubricants to keep engines moving, and petrochemicals that are used to make everyday items.

They work in oil and natural gas exploration, transportation, and storage and processing for fuels, lubricants, and petrochemicals. To learn more, visit http://www.bp.com. >>>>>>>>>>>>>> Every two weeks, on average, a startup forms based on a UNIVERSITY OF CALIFORNIA (UC) graduate student invention. These startups currently support 3,500 jobs, have attracted $4.1 billion in venture funding, and generate $520 million in annual revenue. Over the past decade, graduate students launched 278 new enterprises — nearly half of all UC startups to emerge in that time.

To learn more, visit www. universityofcalifornia.edu. >>>>>>>>>>>>>> With more than 190,000 people, CAPGEMINI operates in 40 countries and celebrates its 50th anniversary in 2017. A leader in consulting, technology, and outsourcing services, the company reported 2016 revenues of 12.5 billion. Its four major businesses are in consulting, technology, outsourcing, and local professional services. To learn more, visit www.capgemini.com. >>>>>>>>>>>>>> CAYLEY AEROSPACe is an aircraft engineering and certification corporation. Cayley is also the first chartered engineering corporation to be a Washington State Office of Minority & Women’s Business Enterprise certified business and California State Government approved Minority Business Enterprise. To learn more, visit www.cayleyaerospace.com. >>>>>>>>>>>>>> CHEVRON CORPORATION and Phillips Petroleum Company, now Phillips 66, form the Chevron Phillips www.blackengineer.com

Chemical Company LLC. Phillips processes, transports, stores, and markets fuels and products.

Chevron is involved in upstream activities that include exploration and production; downstream activities that include refining, marketing, and transportation; and advanced energy technology. To learn more, visit www.cpchem.com. >>>>>>>>>>>>>> Consumers in 200 countries around the world have 1.9 billion servings of COCA-COLA beverages each day. CocaCola Company brands include Diet Coke, Coca-Cola Zero, Fanta, Sprite, Dasani, Vitamin Water, Powerade, Minute Maid, Simply, Del Valle, Georgia, and Gold Peak. Through one of the world’s largest beverage distribution systems, they provide both sparkling and still beverages. To learn more, visit www. coca-colacompany.com. >>>>>>>>>>>>>> From its Dallas–Fort Worth headquarters, the CONTAINER STORE supports nation-wide stores and online business. Their distribution center is filled with automated tracks, racks, boxes, bins, heavy equipment, and people. The company offers full-time and part-time employees standard benefit options like medical, dental, and vision plans; paid time off; 401(k) plans; and amazing discounts. To learn more, visit www.containerstore.com. >>>>>>>>>>>>>> COVANCE has worked on all of the top 50 bestselling drugs available today. A contract research and drug development services company, Covance operates nonclinical, clinical, and commercialization services. As a learning organization, it is tailored to students pursuing degrees in STEM disciplines and skills at creating, acquiring, sharing, and transferring knowledge. To learn more, visit www. covance.com. >>>>>>>>>>>>>> Comprising DELL, EMC II, VMware, Pivotal, SecureWorks, RSA, and Virtustream, Dell has tech partnerships with 98 percent of the Fortune 500 and 12 commercial banks. A billion people

are served by Dell’s cloud, with 160 billion cyberattacks processed daily by Secureworks. Each year, the company gets 500 million e-commerce visits, and 1.6 billion pounds of e-waste have been collected by Dell. To learn more, visit www.dell.com. >>>>>>>>>>>>>> The DEFENSE DEPARTMENT manages an inventory of installations and facilities to keep Americans safe.

The Department utilizes over 30 million acres of land. These sites range from the very small in size to the Army’s vast White Sands Missile Range in New Mexico with over 3.6 million acres and the Navy’s complex of installations at Norfolk, Virginia, with more than 78,000 employees. To learn more, visit www. defense.gov. >>>>>>>>>>>>>> The Department of Energy laboratories include Ames Laboratory, Argonne National Laboratory, Brookhaven National Laboratory, Fermi National Accelerator Laboratory, Idaho National Laboratory, Lawrence Berkeley National Laboratory, Lawrence Livermore National Laboratory, Los Alamos National Laboratory, National Energy Technology Laboratory, National Renewable Energy Laboratory, New Brunswick Laboratory, Oak Ridge National Laboratory, Pacific Northwest National Laboratory, Princeton Plasma Physics Laboratory, Radiological and Environmental Sciences Laboratory, Sandia National Laboratories, Savannah River Ecology Laboratory, Savannah River National Laboratory, and the SLAC National Accelerator Laboratory.

To learn more, visit www.energy.gov. >>>>>>>>>>>>>> The DISNEY|ABC Television Group DEANS ISSUE 2017 I USBE&IT 43

is comprised of Walt Disney Company’s ABC Studios and the ABC Television Network. It also includes Disney Channel and Freeform. Disney|ABC Home Entertainment and Disney Media Distribution round out the portfolio.

Disney|ABC Television Group also has equity interests in A+E Networks and Hulu. To learn more, visit https:// v2.disneyabc.tv. >>>>>>>>>>>>>> DTE ENERGY is a Detroit-based energy company. Its operating units include an electric utility serving 2.2 million customers in Southeastern Michigan and a natural gas utility serving 1.2 million customers in Michigan. DTE Energy has more than 10,000 employees in utility and non-utility subsidiaries involved in a wide range of energyrelated businesses. To learn more, visit www.newlook.dteenergy.com. >>>>>>>>>>>>>>

EMBRY-RIDDLE students come from all 50 states and 125 countries around the world. Whether you’re interested in applied science, aviation, business, computers and technology, engineering, security, intelligence and safety, or space, Embry-Riddle has a major for you. To learn more, visit https://erau.edu. >>>>>>>>>>>>>> Founded in 1946, ESTÉE LAUDER INC. has gained a reputation for elegance, luxury, and superior quality. Through research and product evaluation, they bring skincare, makeup, and fragrance products that are sold in 135 countries and territories. In the U.S., they are available in better department stores and specialty stores and online at 44 USBE&IT | DEANS ISSUE 2017

esteelauder.com. >>>>>>>>>>>>>> EXELON’s six utilities deliver electricity and natural gas to approximately 10 million customers in Delaware, the District of Columbia, Illinois, Maryland, New Jersey, and Pennsylvania through its Atlantic City Electric, BGE, ComEd, Delmarva Power, PECO, and Pepco subsidiaries. Exelon had 2015 revenues of $34.5 billion. They employ approximately 34,000 people nationwide. To learn more, visit www. exeloncorp.com. >>>>>>>>>>>>>> Founded on February 4, 2004, FACEBOOK’s mission is to give people the power to share and make the world more open and connected. More than a billion people use Facebook to stay connected with friends and family, to discover what’s going on in the world, and to share and express what matters to them. To learn more, visit www.Facebook.com. >>>>>>>>>>>>>> The FOOD AND DRUG ADMINISTRATION is a federal agency of the Department of Health and Human Services.

The FDA is responsible for protecting and promoting public health through the control and supervision of food safety, tobacco products, dietary supplements, prescription and over-the-counter pharmaceutical drugs, vaccines, biopharmaceuticals, blood transfusions, medical devices, electromagnetic radiation emitting devices, cosmetics, animal foods and feed, and veterinary products: https:// www.fda.gov. >>>>>>>>>>>>>> GE is a digital industrial company with software-defined machines and services ranging from aircraft engines, power generation, and oil and gas equipment to medical imaging, financing, and industrial products. GE is in 180 countries and employs 295,000 people worldwide. To learn more, visit www.ge.com. >>>>>>>>>>>>>> GENERAL MOTORS (GM) employs 225,000 people. GM has 10 brands under the corporate umbrella: Buick, GMC, Cadillac, Opel, Vauxhall,

Holden, Baojun, Wuling, Jiefang, and Chevrolet. There are over 19,000 dealers, and a Chevy is sold every 8.3 seconds. In 2016 they sold 10 million vehicles in over 125 countries. To learn more, visit www.gm.com. >>>>>>>>>>>>>> The GOOGLE story began in 1995. In 1998 Sun co-founder Andy Bechtolsheim wrote a check for $100,000, and Google Inc. was born. Today, with more than 60,000 employees in 50 countries, Google makes hundreds of products used by billions of people, from YouTube and Android to Smartbox and, of course, Google Search. To learn more, visit www.google.com/intl/en/about. >>>>>>>>>>>>>> HOME BOX OFFICE, INC., the television programming subsidiary of Time Warner Inc., provides television services—HBO and Cinemax—to 134 million subscribers worldwide.

The services offer video-on-demand products as well as HBO GO and MAX GO, HD feeds, and multiplex channels.

HBO and Cinemax programming is sold in over 150 countries worldwide. To learn more, visit www.timewarner.com. >>>>>>>>>>>>>> HUNTINGTON INGALLS INDUSTRIES is America’s largest military shipbuilding company and a provider of professional services to partners in government and industry.

HII’s Newport News and Ingalls shipbuilding divisions in Virginia and Mississippi employ nearly 37,000 people operating both domestically and internationally. To learn more, visit www.huntingtoningalls.com. >>>>>>>>>>>>>> Over the past 100 years, IBM engineers and scientists invented many of the building blocks of technology, including the memory chip, the mainframe, the personal computer, and even new fields of mathematics. To learn more, visit www.ibm.com. >>>>>>>>>>>>>> Among its new hires for 2016, INTEL exceeded their target, hitting 45.1% diverse hiring for women and underrepresented minorities. A snapshot of their people across technical, nontechnical, early career, midcareer, senior, and leadership roles shows 74.1% are male and 25.8% female. Fifty percent are www.blackengineer.com

White, 35.7 percent Asian, 8.2 percent Hispanic, 3.7 percent African-American, 0.6 percent Native American, and 1.1% multiracial. To learn more, visit www. intel.com. >>>>>>>>>>>>>> INTUIT started in 1983 with Quicken, personal finance software that simplified balancing the family checkbook. Today, they serve 42 million customers in North America, Europe, Australia, and Brazil with products available from the desktop to the cloud. Intuit products—QuickBooks, TurboTax, and Mint—support small businesses and the self-employed. To learn more, visit www.intuit.com. >>>>>>>>>>>>>> The JET PROPULSION LABORATORY carries out robotic space and Earth science missions. JPL developed America’s first Earth-orbiting science satellite, created the first successful interplanetary spacecraft, and sent robotic missions to study all the planets in the solar system as well as asteroids, comets, and Earth’s moon.

JPL is a federally funded research and development center managed by Caltech for NASA. JPL technology developed to enable new missions is also applied on Earth to benefit our everyday lives: https://www.jpl.nasa.gov. >>>>>>>>>>>>>> JOHNSON & JOHNSON brings ideas, products, and services that have led to medical miracles that have changed lives to the simple consumer products that make every day a little better. Over 125,000 employees in 60 countries help people everywhere live longer, healthier, happier lives. To learn more, visit www.jnj.com. >>>>>>>>>>>>>> KRAUS USA manufactures plumbing centerpieces and accessories.

Kraus applies a creative approach from its elite group of Euro-centric designers to their handpicked components and state-of-the-art machining facility, and they manage a highly efficient system to ensure endless value for their customers.

To learn more, visit www.kraususa.com. >>>>>>>>>>>>>> LIFEBRIDGE HEALTH consists of Sinai Hospital of Baltimore, Northwest Hospital, Carroll Hospital, Levindale Hebrew Geriatric Center and Hospital, and its affiliated units, including www.blackengineer.com

LifeBridge Health & Fitness and the LifeBridge Medical Care Centers.

Sinai Hospital, Northwest Hospital, and Carroll Hospital are all acute-care general hospitals with clinical centers of excellence. To learn more, visit www. lifebridgehealth.org. >>>>>>>>>>>>>> From making groundbreaking discoveries to building innovative technologies, LOCKHEED MARTIN is engineering tomorrow. From green energy to aerospace, there are so many ways you can make a difference. See more at www.lockheedmartinjobs.com. >>>>>>>>>>>>>> From a $5,000 investment in 1963 and five products in a tiny store in Dallas, Texas, MARY KAY has grown to become one of the largest direct sellers of skin care, makeup, and fragrances in the world. Today, with 3.5 million independent consultants, Mary Kay offers more than 200 premium products in 35 countries. To learn more, visit www.marykay.com. >>>>>>>>>>>>>> More than 3,300 physicians, scientists, and researchers from MAYO CLINIC share their expertise to help thousands of people who travel to Mayo Clinic locations in Arizona, Florida, and Minnesota each year for medical care. The Mayo Foundation for Medical Education and Research accepts appointments in Arizona, Florida, and Minnesota and at Mayo Clinic Health System sites. To learn more, visit www. mayoclinic.org. >>>>>>>>>>>>>> Nearly 50 percent of MCDONALD’s corporate restaurant managers and more than 60 percent

of owner/operators started on the shop floor. McDonald’s independent franchisees provide various part-time job opportunities for students and veterans looking to transition from the armed forces to the workforce. To learn more, visit www.mcdonalds.com. >>>>>>>>>>>>>> MICROSOFT is a platform and productivity company for the mobilefirst, cloud-first world, and its mission is to empower every person and every organization on the planet to achieve more. Its affiliates include Microsoft Mobile Oy, a subsidiary of Microsoft.

Microsoft Mobile Oy develops, manufactures, and distributes Lumia, Asha, and Nokia X mobile phones and other devices. Read more at https:// news.microsoft.com. >>>>>>>>>>>>>> For 40 years, NATIONAL INSTRUMENTS (NI) has worked with engineers and scientists to provide answers to challenging questions.

Through these pursuits, NI customers have brought hundreds of thousands of products to market, overcome innumerable technological roadblocks, and engineered a better life for us all. If you can turn it on, connect it, drive it, or launch it, chances are NI technology helped make it happen. To learn more, visit www.ni.com. >>>>>>>>>>>>>> The NATIONAL SECURITY AGENCY/CENTRAL SECURITY SERVICE leads the U.S. government in cryptology that encompasses both Signals Intelligence (SIGINT) and Information Assurance (IA) products and services and enables Computer Network Operations (CNO) in order to gain a decision advantage for the nation and our allies under all circumstances: https://www.nsa.gov. >>>>>>>>>>>>>> NORTHROP GRUMMAN is the successful integration of 20 companies developing innovations—such as the Flying Wing and the B-2 Spirit stealth bomber—while also achieving historic accomplishments, from transporting Charles Lindbergh across the Atlantic to carrying astronauts to the moon’s surface and back: www. northropgrumman.com. >>>>>>>>>>>>>> P&G is made of many individual DEANS ISSUE 2017 I USBE&IT 45

brands, each serving customers in different ways. Billions of people know P&G products from each of their 10 categories—fabric care, home care, baby care, feminine care, family care, grooming, oral care, personal health care, hair care, skin and personal care—and about 65 brands, about half of which have sales of more than $500 million each year. To learn more, visit http://us.pg.com. >>>>>>>>>>>>>> According to NATIONAL MORTGAGE NEWS, Quarter 3, 2015, Quicken Loans was the #1 online lender.

In 2011 Quicken Loans moved their entire Michigan workforce to Detroit, paving the way for a new wave of economic growth in the city. Today, more than 15,000 Quicken Loans members are stationed in their Detroit headquarters. To learn more, visit www.quickenloans.com. >>>>>>>>>>>>>> The RICHARDS GROUP is a branding agency. The average tenure of their principals is over 18 years. Ditto for their creative group heads. When people join the Richards Group, many right out of school, they tend to stay. The Dallas Morning News has named them the Best Place to Work in Dallas–Fort Worth. To learn more, visit https://richards.com. >>>>>>>>>>>>>> SOUTHWEST AIRLINES is the largest low-cost airline in the U.S. Located in Dallas, Texas, Southwest Airlines domestic flights have the most flights with Boeing 727s across the world.

At any one time, it will have around 700 of these aircraft in operation: www. southwest.com. >>>>>>>>>>>>>> SPACE EXPLORATION TECHNOLOGIES CORP., or SpaceX, designs, manufactures, and launches advanced rockets and spacecraft. The company was founded in 2002 to revolutionize space technology, with the ultimate goal of enabling people to live on other planets. To learn more, visit www.spacex.com/about. >>>>>>>>>>>>>> SYSTEMS PLANNING AND ANALYSIS, INC., was founded in 1972 with three employees working with the U.S. Navy, to lead major technical support programs. The result of this work has led to numerous major decisions involving the Trident Weapons Systems. Over the past four decades, 46 USBE&IT | DEANS ISSUE 2017

SPA has expanded its customer base and experience to cover a range of missions and clients in the Departments of Defense, Homeland Security, and Energy.

To learn more, visit www.spa.com. >>>>>>>>>>>>>> TEXAS INSTRUMENTS (TI) is a semiconductor design and manufacturing company. Operating in more than 30 countries, TI serves 100,000 customers worldwide with analog and embedded processing products. Of its 30,000 employees, 13,000 are in the Americas, 2,000 in Europe, 14,000 in Asia, and 1,000 in Japan. The company’s headquarters is located in Dallas, Texas.

To learn more, visit www.ti.com. >>>>>>>>>>>>>> Since Thomas ROWE PRICE, Jr., opened the first office in Baltimore, Maryland, eighty years ago, the asset management firm now operates in 16 countries with 6,000 associates. T. Rowe Price delivers investment management excellence that investors can rely on— now and over the long term. To learn more, visit www3.trowepricecom. >>>>>>>>>>>>>> At the end of 2007, the TOYOTA MOTOR CORPORATION had 53 production affiliates in 27 countries and regions, an increase of 50 percent in just 10 years. Across the United States, there are 10 plants, 1,500 dealerships, and 136,000 U.S. employees. Twenty-five million vehicles and counting have been built in the U.S. To learn more, visit www. toyota.com/usa/. >>>>>>>>>>>>>> TRAVELERS is a property casualty company with 30,000 employees and 13, 000 independent agents. Travelers is in multiple market segments across the personal, business, financial, and international insurance groups. It has operations in the United States, the UK, Canada, and the Republic of Ireland.

To learn more, visit https://www. travelers.com. >>>>>>>>>>>>>> Founded in 1996 by former University of Maryland football player Kevin Plank, UNDER ARMOUR makes performance apparel engineered to keep athletes cool, dry, and light. The technology behind Under Armour’s diverse product assortment for men, women, and youth includes HeatGear when it’s hot, ColdGear when it’s

cold, and AllSeasonGear between the extremes. To learn more, visit www. uabiz.com. >>>>>>>>>>>>>> As of December 31, 2016, the U.S. NAVY had 322,809 active duty personnel.

Officers made up 53,876; enlisted, 264,557; midshipmen, 4,376; with the rest in the Reserves. The Navy has 275 deployable battle ships and 3,700 aircraft (operational). To learn more, visit www. navy.mil/index.asp. >>>>>>>>>>>>>> In 2016 WESTED marked 50 years of improving learning and healthy development for children and adults. WestEd is a Joint Powers Agency authorized by a California Joint Powers Agreement and governed by public entities in Arizona, California, Nevada, and Utah, with board members representing agencies from these states and nationally. To learn more, visit www. wested.org. >>>>>>>>>>>>>> WHOLE FOODS grocery opened its doors in 1974. By 1978 the store (only 1,100 square feet) was doing more than $1 million per year. Committed staff that were all stockholders fueled the success. Whole Foods has expanded as it opens new stores across the country and acquires other natural foods chains.

To learn more, visit www. wholefoodmarket.com. >>>>>>>>>>>>>> XEROX has 11,000 active patents for innovation. With offices in over 160 countries around the world, they’re always close to a business. Since 2012 the $11 billion Fortune 500 company has reduced greenhouse gas emissions by 20 percent. Research spans everything from physical sciences and mechanical and electrical engineering to social science and psychology. To learn more, visit www.xerox.com. >>>>>>>>>>>>>> In July of 2009, ZAPPOS.COM, Inc. announced its plans to join the Amazon. com, Inc. family. By 2010 Zappos had grown so much that there was a need to restructure the company so that it could continue to offer customers the very best service possible. On May 1, 2010, Zappos was restructured into ten separate companies under the Zappos Family umbrella. To learn more, visit www. zappos.com.. S www.blackengineer.com

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