Fraunhofer Institute for High Frequency Physics and Radar Techniques FHRSection Industrial High Frequency Systems (IHS)
Interview on the new institute structure with Dr.-Ing. Dirk Nüßler, Head of IHS section
Where do you see the institute in 5 years, and why is the market-oriented sectional structure the best way to achieve this?
With this division, we can align much more specifically with the characteristics of individual markets. For example, long-range systems for the defense section require entirely different technology than short-range systems in the civilian sector. We can only adapt to this if we incorporate them into our technology and research roadmaps over the long term and develop specific solutions. This is only possible if we pool our competencies in our three core sections.
I believe that in the next five years, we will see sections that are more competitive in their core markets and have developed unique selling points that will also ensure long-term financing and job security. That is why we need to set out on this path today.
What are the main goals that the institute pursues with this?
1. A unified, market-oriented research and technology roadmap by the end of 2024.
2. The consolidation of competency areas and an increase in efficiency in each section by mid-2026.
3. A significantly more effective project acquisition and securing of funding structures by mid-2027.
4. Attracting new employees through targeted scientific agendas and the publication of papers, making us significantly more visible and attractive as an employer for roles such as frontend developers and other specialists.
Regarding your section: What is your vision? Where do you see your section in 5 years?
I want the IHS section to become one of the key players in the rapidly growing market for civilian high-frequency systems. The topic of »Joint Communication and Sensing« is particularly important in this regard. I want Fraunhofer FHR, and thus the IHS section, to shape application fields such as automotive radar, inline measurement technology, and environmental monitoring with high-frequency systems up to the terahertz range in Germany.
How does the structural change optimize collaboration with our customers and partners?
We will be able to create more optimal and competitive offers. As a one-stop shop, we provide customers and partners with a single point of contact who can bring together the best competencies for their needs at the institute. Additionally, we can deliver larger projects in a shorter time because we can focus the necessary resources on them. By consolidating and leveraging existing know-how, projects become more economically attractive – same money, shorter time, less work – and we do not have to take on the risk of new development for each project. Previously, the know-how was very diffusely distributed across the institute. When the institute knows what it knows, we can handle more and larger projects in the same time with less risk for us and our customers.
Despite the need for change, where is Fraunhofer FHR successful? What can we build on, and what do we carry forward?
We haven’t been doing a bad job before – otherwise, we wouldn’t be where we are now! This applies to both the civilian and defense sectors, where we have been one of the dominant players in radar for decades. We have built up a substantial amount of competencies, know-how, and infrastructure, and we are competitive with the individual team members and teams! However, in our overall structure, we were no longer able to showcase our capabilities effectively. Therefore, we kept the groups themselves intact during the restructuring but consolidated them into new units within an improved overarching structure.
Finally, a personal question: What does this restructuring mean for you? What changes for you, and why are you taking on this challenge?
I am taking on this challenge because I believe it is the only way to ensure the institute‘s long-term competitiveness and guarantee its economic survival. If I weren’t convinced of this, I wouldn’t have taken this step.
For me, this means more responsibility in terms of major acquisitions, and I am significantly more challenged to further develop and build the new leadership teams. We need to carry out a development that was planned for the former ISS department over the next 5 years within the IHS section in a maximum of 2 years, as if under a magnifying glass. Making the section economically competitive as a unit within this short timeframe, and ensuring it works for the entire institute, is probably the greatest challenge.