Annual Report 2023

Where do you see the institute in 5 years, and why is the market-oriented area structure the best way to achieve this?

I expect a sustainable growth potential in all three areas through better utilization of our synergies. By pooling our competencies, we can bring more innovations to the market. In the defense sector, I see the successful implementation of a joint MFR experimental system as a very big opportunity. By concentrating our expertise, we could create such a system in hardware and software within five years, making us a leader in Europe, if not worldwide. This would be a tremendous success made tangible by the section structure!

What are the main goals that the institute pursues with this?

The measurable goals I see are solid, long-term financing for the area, as well as balanced employee growth to alleviate workload peaks. The current shortage of skilled workers remains challenging in this regard. Therefore, employee satisfaction is even more important as a second main goal, which can also provide more continuity. Finally, of course, we aim for more successful cross-sectional projects, for which we will develop suitable KPIs and goals for each area and strengthen our strengths, i.e., create optimal conditions for the professional work of the area.

Regarding your section: What is your vision? Where do you see your section in 5 years?

I want to establish a matrix for collaboration in my area. With coordinated roadmaps, each department and group will have a research area that is promising and does not overlap with that of others. So that we can still ideally access each other‘s competencies for individual projects, I want to ensure targeted, open data exchange and know-how transfer. With successful large projects like FCAS and the development of the joint MFRF system, we can be a valuable part of the »turn of the times.«

How does the structural change optimize collaboration with our customers and partners?

Efficient sales channels require a certain size and time to be sustainably established. This will be possible with the areas and their leaders. They facilitate customer communication as a »One-Face-to-the-Customer,« know the market, the customers‘ roadmaps, the competitors and funding agencies, and their own portfolio, which they will develop strategically in the long term together with customers and the official side. On the other hand, the larger areas allow for cushioning of order peaks and even workload distribution, relieving employees and improving reliability in project execution for customers. With coordinated roadmaps and a technology »toolkit,« we can offer entire systems or subsystems as valuable components with suitable internal interfaces much more easily.

Despite the need for change, where is Fraunhofer FHR successful? What can we build on, and what do we carry forward?

We are the largest radar research institute in Europe with an excellent reputation. We also have relatively loyal customers who will continue to commission us. We have outstanding employees and long-term large projects, and I think that is the foundation on which we can build for this restructuring.

Finally, a personal question: What does this restructuring mean for you? What changes for you, and why do you take on this challenge?

Leading the MFR section is certainly a very demanding task, but from my perspective, it also offers many exciting opportunities – especially now in the new geopolitical situation. With eight successful years as head of the former Cognitive Radar department, I have confidence both in the institute, that everyone here is on board, and in my ability to handle the task.

During the restructuring phase, this means leaving the comfort zone because many sometimes conflicting interests need to be considered. When I joined the institute, I experienced a similar situation. At that time, a department was split into the PSR and KR departments, which initially caused uncertainty. Ultimately, it was very good that we recognized the strategic gap in »artificial intelligence« and set up the departments accordingly. I imagine that things will run similarly with the defense area. I believe that Germany must take on more military responsibility and that we, as Fraunhofer FHR, must once again become more active as advisors and innovation drivers and bring more of our know-how into use. Taking on such a responsible task is an important aspiration for me.