Mr. Peter Gorzyza
Mr. Peter Gorzyza, Director, Drive & School Control Academy, Bosch Rexroth recently visited our campus to witness the progress of an initiative taken up by the company to reach out to the education institutes so as to develop industrial skills in students. Mr. Gorzyza studied electrical engineering at the University in Kaiserslautern, Germany. In the years that he has worked for Bosch Rexroth, Mr. Gorzyza has held important posts like Head of sales for Rexroth Electric Drives & Controls Machine Tool solutions and Head of global Sales Coordination for Rexroth electric Drives & Controls. DDU’s collaboration with Bosch Rexroth has lead to the successful implementation of Bosch’s Centre of Excellence with fully equipped labs that are helping students be ‘Industry Ready’.
DDU Connect team got a chance to interview Mr. Peter Gorzyza. Below are the excerpts of
1. As the global head of such a big MNC, what challenges do you face?
“In terms of education, the challenge is grooming. We try to close the gap between education and industrial needs. This is not always easy because there is a lot of bureaucracy behind it. There is a certain understanding on how important this is and for us and what better can happen than funding a university like DDU. There are not many DDU’s in this world so you have to continuously convince people how important education is, so that probably the most challenging thing.”
2. It is often seen that in a large scale company there is lack of inspiration and the level of bonding between colleagues is not that good. How do you deal with solving such problems?
“In our company we usually try to implement certain ways of thinking from the management side: either you have process thinking or departmental thinking. Process thinking usually involves different teams working together. In the past there was also a lot of departmental thinking. When you have departmental thinking, everyone tries to optimise himself but sometimes whatever he optimises has a negative influence on others also. So I believe process thinking is one of the important things which management has to push into departments. We, from our education side have 3 parts- we teach our customers, support educational institutes and we also train our own people internally. You also have to find a way to communicate new things to different departments. You should be able to communicate how important it is to work together because in every department we know who requires what kind of know-how and sometimes we are also able to bring them together and explain to them that their colleagues are also working on similar things.”
3. Your company has employed over 60,000 people over the years and is still recruiting. What skills and qualities do you expect in your new recruits?
“Quality always depends on where people are working; we have factory, development and application areas so there are different kinds of skills that are required. There are a few people who have the basic knowledge that we as a company require, we additionally teach them. I’m quite sure that if we have more people coming from DDU it would solve a lot of our problems. But that’s just looking at the technical side; we also look at the soft skills. Team work is an important thing because at times we have people who are technically fantastic but can’t work in a team.”
4. Nowadays the idea of being an entrepreneur and coming up with your own start-up idea is largely motivated. What is your take on the increasing number of start-ups the world is witnessing?
“I think it’s great. It resounds of good education. If people come up with their own ideas and set up a start-up, they clearly know where they want to go. Even if it doesn’t work sometimes, at least there is a vision. In education, mostly you only follow rules and if this person, who only follows the rules, goes to a workplace or an industry he’s only able to follow instructions and if something else happens, he may have problems reacting. So, people who come up with innovative start-up ideas have the best way of thinking in different directions and are very flexible. It’s very important that they don’t let themselves down even if it doesn’t work the first time.”
5. What are the initiatives that your company has taken under the Make in India project?
“Globally we employ 60,000 people and have around 6000 people in India working in different sectors. Bosch recognizes the huge potential that India has; otherwise we as a company would probably not be here. I am happy that my company is really so active and supportive in the growth of India. It is definitely a big advantage for us being in India.”
6. What is the success mantra that you follow?
“Never give up. What’s also important is that not always everything will work and I think every person who has found success also went through a path where things didn’t go well and when things don’t go well you have the choice of picking up and being stronger afterwards and if you are stronger afterwards you will succeed. So, keep on fighting, don’t give up, keep your visions, it will make you happy and probably successful.”
7. What message would you like to give to our readers?
“I think you have a fantastic lab set up for Automation here and I’m really proud that my company is a part of the team here. It’s a partnership deal and I think that all this lab equipment is nothing without fantastic teachers and professors and my feeling is that you have fantastic professors here who teach you a lot. Enjoy your time here and don’t forget that you will always have to learn because it’s always about lifelong learning. Even your professors have to continue learning. You have access to great labs and even better professors. Work hard.”