Introducing Engineering Leadership
A critical issue for Silicon Valley firms is the competitiveness of their most talented technical staff and leading innovators. High performers succeed in engineering and technical marketing roles, but many lack a crucial skill set to function as both “engineers” and “leaders.” The symptoms of engineering without leadership include organizational indecision about new products and services, disagreements between product management and engineering, delayed and halted projects, reduced R&D productivity, poor technology strategies, retention issues, and overall poor competitive performance.
At UC Berkeley, we offer two tracks for professional leadership education: Business Leadership (MBA) and Engineering Leadership. We are separately developing Engineering Leadership programs because the MBA programs may not be the best option for all engineers and scientists, particularly if they intend to stay in technical career tracks.
The Engineering Leadership curriculum include projects and courses that follow a “T” model that combines business breadth, technical depth in applied areas, and an integrative capstone project. This integrated knowledge cultivates leaders who can make insightful decisions with the confidence that comes from a synthesized understanding of technological, marketplace and operational implications.