Competitive and customer requirements are leading companies to focus on greatly improving their product development processes and the productivity of their Engineering organizations. As a result, Engineering organizations are examining how they should operate and how they can achieve the objectives they are being set - in other words, they are developing Engineering strategies. However, the activity of developing a strategy is unfamiliar to many Engineering organizations.

The objective of 'Engineering Strategy 2000' is to help its readers develop the Engineering Strategy for their organization. It is written for practitioners, typically Engineering VPís and managers seeking to improve Engineering performance. As different Engineering organizations will have different strategies, 'Engineering Strategy 2000' is generic. It focuses on describing what a strategy is, how a strategy is developed, and on providing examples of strategy development and strategies in different situations. This will help the reader develop a sound approach to the development of Engineering strategy .

'Engineering Strategy 2000' is essential reading because of the changing role of the Engineering function and the product development organization. In the past, their behavior was not seen as a critical part of business success and many companies had an annual Engineering Plan but no Engineering Strategy. Today, competition is increasing, the focus of competition is shifting, customer requirements are changing, technology is changing, and new strategies are called for.

An Engineering Strategy defines how the Engineering organization will meet its objectives. It describes the essential resources and how they will be organized and committed to achieving the objectives. It describes the policies that will apply for the management and use of resources. Once the strategy has been defined, it will be possible to start planning for detailed activities and resources.

A clearly defined and well-communicated strategy gives an Engineering organization the best chance of meeting its objectives, making the best use of resources, and getting everyone to work towards the same goals. Without a strategy, an Engineering organization is likely to perform poorly and fail to meet productivity improvement targets. Resources will be under-utilized, improvement initiatives will conflict, and people will work towards different goals.

The first part of 'Engineering Strategy 2000' introduces the general concepts of strategy, showing how strategies are developed and used in many activities. Examples from activities other than Engineering are used to explain what is necessary to develop strategy, and the type of rules that can be developed. Comparisons are made with these to show the basic components of Engineering Strategy development. The second and third parts of the report describe the process of developing and implementing the Engineering Strategy. An appendix provides details of some of the improvement initiatives that may be among the activities carried out as a result of Engineering Strategy development.

Benefits of 'The Engineering Strategy 2000 Report'
'The Engineering Strategy 2000 Report' is the result of many years work developing Engineering Strategies for companies of all sizes and types. It provides a step-by-step description of the process for developing an Engineering Strategy. You can use it to :

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Approximately 130 pages. Price : US$495

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'The Engineering Strategy 2000 Report' - Table of Contents

Chapter 1 On strategy
Chapter 2 Some strategies
Chapter 3 Military resources and strategies
Chapter 4 Company resources and strategies
Chapter 5 Company strategy
Chapter 6 Engineering resources and strategy
Chapter 7 Influences on Engineering
Chapter 8 Foundations of Engineering strategy
Chapter 9 Gathering information
Chapter 10 Identifying different strategies
Chapter 11 Elements of Engineering strategy
Chapter 12 Analysis of different strategies
Chapter 13 Selecting and communicating the strategy
Chapter 14 Implementing the strategy
Appendix 1 Improvement initiatives


Copyright 1999 by John Stark