Working to engineer a better world
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IET Strategy Roadmap
2010-12
Detailed 3
year strategy
Phase 1
2013-15
Detailed 3
year strategy
Phase 2
8 strategic priorities
2012-21
IET 2021 - Long term vision and strategy
3 key drivers
Working to engineer a better world
2
IET Strategy Roadmap
2010-12
Detailed 3
year strategy
Phase 1
2013-15
Detailed 3
year strategy
8 strategic priorities
Phase 2
2012-21
IET 2021 - Long term vision and strategy
3 key drivers
Working to engineer a better world
3
IET Vision and Mission
Vision
Mission
Working to
engineer
a better world
To inspire, inform and
influence the global
engineering community,
supporting technology
innovation to meet the
needs of society.
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10 year strategy – 3 key drivers
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Inspiring the next generation
The strategy
The challenge : Inspiring
the next generation





Shortage of engineers in many
countries
Engineering not highly visible
or well understood
Children overloaded with
information
Students looking for a
rewarding career, where they
can make a difference

Promote engineering as a
positive career choice
Encourage diversity in
engineering
 At school
 Teachers
 Pupils
 At home
 Parents
 Media
 At college & university
 Students
 Faculty
Activities




Educational activities e.g. Faraday, Present around the world, Young
women engineer of the year award and school liaisons
Partners with Tomorrow’s Engineers
Scholarships and awards
Media coverage of engineers and engineering
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Informing the engineering community
The strategy
The challenge : Informing
the engineering and
technician community





Engineers working in
multidisciplinary, global teams
– constant demand for up to
date knowledge and skills
Want to build a network (for
advice, expertise, jobs etc.)
Decreasing budgets limit
access to content
Demonstrating their
competence




Provide up to date technical
information solutions from
around the world, in mobile and
digital formats
Support skills development
Provide trusted decision
support services
Facilitate and connect expert
networks
Be guardians of professional
standards and quality
assurance
Activities




Sectors, communities, events and training
Essential Engineering Intelligence® (INSPEC, journals standards,
books, IET.tv, e-learning/courses…)
Professional registration
Accreditation of education and training programmes
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Influencing decision makers
The strategy
The challenge :
Influencing decision
makers





The world needs high quality
engineers and engineering
Government needs evidence –
based decision making and
policies
A large and complex
engineering landscape is not
easily co-ordinated and
navigated


Raise the profile and
understanding of engineering
Provide unbiased, evidencebased advice to government
Work with others (professional
engineering institutions (PEIs),
employers, academic and
government..) to speak with a
stronger voice and raise the
profile of engineering
Leverage the strength of IET
members and volunteers
around the world
Activities



Policy advice and sectors
Partnerships with employers, academia and other PEIs
Media coverage of engineers and engineering
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Measuring our success


Growth in media
impact (AVE)
Number of non
student and
apprentice members
below the age of 40
years




Number of event
attendees
Number of papers
published
Number of
professional
registrations
Number of partners engaged in international engineering
network
Underlying
enablers:
•
•
•
•
% of volunteers satisfied with volunteering experience
Membership value rating
Number of unique website visitors per month
Agreed surplus/deficit
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10 year outcomes (2021)
 Total membership base [250,000]
 Registered members [100,000]
 New product revenues [10-15% of total IET revenues]
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10 Year Outcomes
MEMBERSHIP
&
KNOWLEDGE
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Long Term and Short Term Strategy
IET Strategy for the 21st Century
2010-12
Detailed 3
year strategy
Phase 1
2013-15
Detailed 3
year strategy
Phase 2
8 strategic priorities
2012-21
IET 2021 - Long term vision and strategy
3 key drivers
Working to engineer a better world
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Detailed 3 Year Strategy
Strategic Priorities 2013-15
Public
Relevance
 Demonstrating
relevance in the 21st
century
Students and
Young
Professionals
 Relevant offerings to
increase recruitment
and retention
Academia
Industry &
Government
One team
working
 Collaborating to
promote
professionalism
 Volunteers and staff
working together
towards common
goals
Engagement
 With members and
the professional
community
Knowledge
 Essential Engineering
Intelligence and
solutions
Partnerships
 Strategic partnering
to achieve shared
goals
Excellence
in delivery
 Digital capability,
operational excellence,
agility and financial
sustainability
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Any questions or ideas?
Please email
[email protected]
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