Business Leaders Must Invest In Future Engineers

Introduction: The Engineering Imperative for Business Leaders

As we mark National Engineers Week, we are reminded of the critical role engineering plays in shaping our world. Yet, the United States faces a growing crisis in STEM (science, technology, engineering, and mathematics) education, threatening our leadership in innovation, technology, infrastructure, and national security. To address this, business leaders must step up and invest in STEM education, public-private partnerships, and interdisciplinary engineering training. The stakes are high, and the time to act is now.

The U.S. is at a crossroads. A declining interest in STEM fields among students, combined with a lack of proficiency in math and science, puts our future at risk. This is not just an education issue but a national imperative. Business leaders have a vested interest in reversing this trend, as the next generation of engineers will be instrumental in driving innovation, economic growth, and global competitiveness. By prioritizing STEM education and fostering collaboration between the public and private sectors, we can build a stronger, more resilient workforce.

The Situation

The state of STEM education in the U.S. is alarming. According to the National Assessment of Educational Progress, only 34% of eighth-grade students and 24% of twelfth-grade students are proficient in math—a foundational skill for engineering. Science proficiency fares even worse, with just 22% of twelfth-grade students meeting standards. These deficiencies have long-term consequences, as they directly impact the pipeline of future engineers.

The problem is further compounded by declining interest in engineering careers, particularly among girls and underrepresented minorities. Research shows that 60% of college students who initially intend to study engineering switch to non-engineering majors. Additionally, 45% of engineering graduates end up working in non-engineering fields, exacerbating the skills gap. This trend is unsustainable and highlights the need for targeted interventions to inspire and retain talent in engineering.

National Security

The implications of this skills gap extend beyond the economy; they threaten national security. The U.S. faces increasing competition from countries like China, which produced over 2 million STEM graduates in 2018, compared to approximately 811,000 in the U.S. While the quality of American graduates is often superior due to a focus on practical problem-solving and interdisciplinary learning, China’s relentless investment in STEM education is narrowing this gap.

This shift has profound consequences. A weakening STEM pipeline in the U.S. could lead to innovation delays, productivity losses, and vulnerabilities in critical areas like technology, infrastructure, and biotechnology. If business leaders do not take action, the U.S. risks ceding its leadership in these fields, with far-reaching consequences for economic and national security. The stakes could not be higher.

Start Early

The solution begins with igniting an interest in science and engineering early—starting in elementary school. Research shows that interest in STEM careers often declines by the eighth grade, making it crucial to engage students in hands-on, exciting experiences from an early age.

One effective approach is partnerships between schools and organizations. For example, the U.S. Army Corps of Engineers partnered with elementary schools to introduce students to engineering concepts through interactive classes and projects. Similar efforts by businesses can inspire young students to pursue STEM careers. By working together, the public and private sectors can nurture the next generation of engineers and ensure a robust talent pipeline.

Moreover, engaging girls and underrepresented minorities in STEM is essential to addressing the diversity gap. Programs that provide mentorship, hands-on learning, and exposure to engineering careers can help level the playing field and create a more inclusive engineering workforce.

Solving Complex Challenges

The most pressing engineering challenges—such as climate resilience, infrastructure modernization, and biosecurity—require an interdisciplinary approach. Engineers must collaborate with experts from diverse fields, including urban planning, sociology, economics, and public policy.

For example, during the COVID-19 pandemic, a multidisciplinary team of scientists, engineers, virologists, and public health experts worked together to develop vaccines and respond to the crisis. Similarly, addressing urban flooding requires not only engineers but also urban planners, sociologists, and policymakers. By fostering interdisciplinary collaboration, businesses can prepare students and professionals to tackle complex, real-world problems.

Real-world projects and internships are key to developing these skills. Businesses can provide opportunities for students to work on practical engineering challenges, helping them understand the value of teamwork and innovation. Such experiences not only build technical expertise but also cultivate strategic thinking and leadership.

Talent Management

Developing the next generation of engineers requires more than just technical skills; it demands hands-on experience and leadership development. For instance, during Hurricane Sandy recovery efforts, young engineers were given the opportunity to work on the front lines, gaining invaluable experience in crisis management and problem-solving.

These experiences shape resilient and optimistic leaders. As General Colin Powell once said, “Optimism is a force multiplier.” By investing in internships, mentorship programs, and interdisciplinary training, businesses can help students and professionals build the skills and confidence needed to succeed in high-stakes environments.

Public-private partnerships are essential to scaling these efforts. By working together, the public and private sectors can create opportunities for students to engage in real-world engineering projects, ensuring that they are prepared to meet future challenges.

Strategic Investment and Public-Private Partnerships

Addressing complex engineering challenges requires innovative funding models and strategic investments. Public-private partnerships (P3s) offer a powerful way to combine the agility of the private sector with the resources of the public sector.

For example, the Fargo-Moorhead flood-risk management project demonstrates the success of P3s. By bringing together government agencies, local communities, and private investors, the U.S. Army Corps of Engineers delivered a critical infrastructure project that not only mitigated flood risks but also supported economic growth and community resilience. This model can be replicated for other pressing challenges, from renewable energy to biotechnology.

The key to success lies in collaboration. Businesses must work with governments, schools, and communities to identify opportunities for strategic investment and partnership. By pooling resources and expertise, we can tackle even the most daunting engineering challenges and ensure a sustainable future.

Conclusion

The future of American innovation and global leadership depends on the actions we take today. Business leaders have a unique opportunity to shape the next generation of engineers by investing in STEM education, fostering interdisciplinary collaboration, and supporting public-private partnerships.

From inspiring young students in elementary school to developing resilient leaders through hands-on experiences, the steps we take now will determine whether the U.S. remains at the forefront of engineering and innovation. The next generation of engineers will drive economic growth, safeguard our national security, and address the world’s most pressing challenges. Let us give them the foundation they need to succeed—starting early, starting now.