System engineering equals strategic thinking: why engineers should manage tomorrow's new technology

Abstract

Strategic Planning has had a "roller coaster" ride for the last thirty years. First, there was little planning. Then, in the 1970s, planning could do no wrong-everyone used detailed planning. But due to major uncertainties in the 1980s, detailed plans were missed and planning, once again, was less important. Mintzberg's influence led to an attitude of "just do it" in the 1990s with spectacular gains by the dotcom companies using emergent plans. However, we then had the dotcom crash in 2000. The author examines whether a middle ground of some detailed planning plus emergent plans (strategic thinking) is a better formula. Engineers have been trained to look at all sides of the issues and continually evaluate the risks similar to strategic thinking. He studies whether combining an engineer's technical background with business training may be the "right ticket" for technology firms in the 2000s.