The strategic management process: a survey of consulting engineers

Abstract

The author examines the strategic management planning tools and techniques employed by engineering managers in establishing the future course of their organizations. The process of developing long-run strategic plans is described, and the on-going methods for monitoring and assessing environmental change are reported. While consulting engineering firms frequently report formalized vision and mission statements, survey results demonstrate the relative importance of strategic planning in establishing human resource development and technology management objectives. Key issues and the conceptual levels of analysis employed in performing environmental, market, and competitor analysis are examined and reviewed. The strategic management problems for the next decade are discussed along with the expected challenge for the management of engineering and technology.<>