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Introduction: The Engineering Imperative For Business Leaders
As we celebrate National Engineers Week, we must ask: How can we do more to build the next generation of engineers? The U.S. faces a growing skills gap in STEM, jeopardizing our leadership in technology, innovation, infrastructure, biosecurity, and ultimately national security. U.S. business leaders must act now—investing in STEM education, public-private partnerships, and interdisciplinary engineering training is no longer optional; it is an imperative.
The Situation
The situation is of grave national concern, and business leaders who rely on engineers have a key role in improving it. According to the National Assessment of Educational Progress, only 34% of eighth-grade students and 24% of 12th-grade students are proficient in math, an essential engineering skill. Additionally, only 22% of 12th-grade students are proficient in science, which impacts the pipeline for biotechnology and biosecurity innovation. Interest in engineering careers declines sharply by eighth grade, particularly for girls and underrepresented minorities.
The decline in math and science skills has a long-term impact on the pipeline of engineers. For example, research found that 60% of college students intending to study engineering switch to a non-engineering major. Making matters even more complicated, 45% of those graduating with an engineering degree work in non-engineering fields, exacerbating an already challenging situation.
National Security
From a national security perspective, there is also a concern. According to the National Center for Science and Engineering Statistics and Statista, in 2018, China produced approximately two million bachelor’s degrees in science and engineering, while the U.S. awarded approximately 811,000 in science and engineering. Although China produces more engineering graduates, the quality of the U.S. graduates is often perceived as more robust due to greater emphasis on project-based learning and practical problem-solving. China’s strategic investment in STEM education and research is narrowing the quality gap, positioning it to lead in technology and innovation.
Additionally, the sheer volume of graduates from China poses a direct challenge to U.S. leadership in technology and innovation. If business leaders don’t pitch in and help reverse this trend, we will face an increasingly challenging skills gap in engineering, science, and economic growth. The gap will cause innovation delays, productivity losses, and supply chain vulnerabilities, threatening the U.S.’ competitive edge in technology, infrastructure, and biotechnology.
Start Early
So, where do we begin? The answer is clear—we must ignite an interest in science and engineering early, starting in elementary school.
As the Chief of Engineers and Commanding General of the U.S. Army Corps of Engineers, I often taught engineering classes to fourth and fifth grade students at a local elementary school in Arlington, Virginia. When I visited the school, other team members expressed interest in visiting it, and they helped spark an interest in engineering among the young students. Eventually, the USACE signed a partnership agreement to support engineering education in the Department of Defense Education Activity schools where USACE is located across the country and throughout the world.
Thus, every part of the USACE organization was engaged in helping young students aspire to become engineers. Similarly, business leaders can help improve our pipeline of engineers by starting early and engaging with boys and girls in elementary schools wherever the company operates. Working together, the public and private sectors can develop the talent necessary to address future engineering challenges.
Solving Complex Challenges
An interdisciplinary approach is required to address the most pressing engineering challenges, from climate resilience and infrastructure modernization to biosecurity and technological innovation. My experience solving real-world engineering problems shows that a multidisciplinary approach is required, with leaders who think strategically, innovate responsibly, and lead with integrity.
Solving the toughest engineering challenges requires more than just engineers. While working on the National Academies of Sciences, Engineering, and Medicine report, “Framing the Challenge of Urban Flooding in the United States,” we saw this firsthand. Our team included hydrologists, civil, mechanical, and environmental engineers—but engineering alone was not enough. Success also relied on urban planners, sociologists, economists, public policy, and insurance experts.
My current work focuses on biotechnology. Crises like the Covid-19 pandemic required a highly skilled team of experts in areas such as science, engineering, virology, epidemiology, genomics, data analytics, immunology, public health, communications, public policy, and logistics. This team of experts demonstrates the interdisciplinary nature of complex challenges. Engineers and scientists must understand how to operate as part of these multidisciplinary teams. Businesses can help students by having them engage in real-world projects.
Talent Management
For example, during the recovery operations from Hurricane Sandy, we moved young junior engineer officer leaders on temporary duty from their school assignments at Ft. Leonard Wood, Missouri, to New York City and New Jersey to assist in the recovery efforts. We moved General Officers from locations not impacted by Hurricane Sandy to support the team in NYC and N.J. While these leaders did not have experience in hurricane recovery operations, we wanted to use every opportunity to provide leaders with hands-on experience to develop the skills to operate successfully in a crisis.
Today, some of these same leaders are guiding organizations in the wildfire recovery efforts in Los Angeles and hurricane disaster recovery operations in North Carolina. They are well-equipped with the experiences necessary to succeed. General Colin Powell often said, “Optimism is a Force Multiplier.” Optimism is built through experience, and optimistic leaders create a culture of resilience and success in the face of adversity. Governmental and non-governmental organizations can do the same, working side-by-side. Businesses can develop internships that will bring students into a real-world environment where they can tackle complex challenges. Any complex engineering challenge will require funding; again, the public and private sectors must work together.
Strategic Investment And Public-Private Partnerships
Complex engineering challenges will require innovative funding models and strategic investments that go beyond the norm. Private sector companies can make decisions more quickly and innovate faster than the federal government. Through public-private partnerships (P3), the public and private sectors can solve some of the world’s most complex engineering challenges and drive economic growth, innovation, and resilience.
Case Study: Fargo-Moorhead P3 – A Model for Strategic Investment
At the U.S. Army Corps of Engineers, we have always had examples of P3s. For example, military bases use solar arrays to provide electricity while benefiting the private sector with long-term financial returns. However, we had no similar P3 examples for flood-risk management projects. During my tenure, we initiated the first P3 for a flood risk management project at Fargo-Moorhead. We required the support of the White House Office of Management and Budget, Congress, the local government and communities in Fargo, North Dakota, and Morehead, Minnesota, and investors. Working together, we made a strategic public and private investment into this important project, which served as an example of what is possible. The Fargo-Morehead P3 has been recognized with several awards. USACE is now working on additional P3 flood risk management projects. This project was not simply about engineering a flood diversion system—it was about strategic financing, economic growth, and building community resilience.
Conclusion
I recently returned from Panama, reflecting on one of history’s most incredible engineering feats. Once again, success was driven by a multidisciplinary approach— highlighted in my National Engineers week article last year. The engineering involved in the construction of the Panama Canal was challenging, but winning the battle against tropical diseases, mainly yellow fever and malaria, was essential for success. To this day, Panama continues to recognize the importance of this success at the Gorgas Institute, named after Major General (and Doctor) William Gorgas, a U.S. Army physician and Chief Sanitary Officer during the construction of the Panama Canal. Future engineering projects will require interdisciplinary teams and innovation, with the public and private sectors working together.
The future of American innovation depends on the actions we take today. Business leaders have the power and resources to shape the next generation of engineers by investing in STEM mentorship, interdisciplinary internships, and public-private partnerships. If U.S. companies take the lead today, they will close the skills gap and ensure American global leadership in technology, innovation, infrastructure, biosecurity—and ultimately national security.
The engineers of tomorrow will drive economic growth, fuel technological breakthroughs, and safeguard our future. Let’s give them the foundation they need before it’s too late. Start early, in elementary school.
