Engineering Value Propositions: Professional and Personal Needs

  • Gary E. Wnek
  • Suzette Williamson


Simply put, engineers create value. Engineers play a key role in transforming ideas and inventions into innovations that, by definition, create value for users. Engineering sits at the fertile intersection of science and business that drives high-tech economies. But why do businesses exist? According to Peter Drucker, “There is only one valid definition of business purpose: to create a customer.”


Emotional Intelligence Ethical Leadership Engineering Student Analytical Skill Soft Skill 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. P.F. Drucker, The Essential Drucker, p. 20, New York: Collins Business (2001).Google Scholar
  2. C.R. Carlson and W. W. Wilmot, Innovation: The Five Disciplines for Creating What Customers Want, pp. 3–4, New York: Crown Business (2006).Google Scholar
  3. T. Friedman, The World is Flat, pp. 11–12, New York: Farrar, Straus and Giroux (2006).Google Scholar
  4. P. Kotler, Marketing Insights from A to Z, p. 50, New York: Wiley (2003).Google Scholar
  5. D. Goldberg, The Entrepreneurial Engineer, New York: Wiley (2006); also, see Scholar
  6. D. Grasso, M. Burkins, J. Helble and D. Martinelli, Professional Engineer, p. 27 (Aug. 2008).Google Scholar
  7. H. Simon, The Sciences of the Artificial, 3rd ed., Cambridge, MA: MIT Press (1996).Google Scholar
  8. D. Pink, A Whole New Mind, New York: Riverhead Books (2006).Google Scholar
  9. A main theme of Carlson and Wilmot 2006, ‘NABC’ can also be used for personal value propositions – see  Chapter 5.
  10. R. Boyatzis, D. Goleman and A. McKee, Primal Leadership: Realizing the Power of Emotional Intelligence, Boston, MA: Harvard Business School Press (2002).Google Scholar
  11. G. Berns, Iconoclast, Boston, MA: Harvard Business Press (2008).Google Scholar
  12. G. Berns, Iconoclast, p. 8, Boston, MA: Harvard Business Press (2008).Google Scholar
  13. T. Friedman, The World is Flat, p. 313, New York: Farrar, Straus and Giroux (2006).Google Scholar
  14. D. Goldberg, The Entrepreneurial Engineer, Wiley (2006); also, see,  Chapter 8.
  15. G. Kawasaki, Reality Check: Reality Check: The Irreverent Guide to Outsmarting, Outmanaging, and Outmarketing Your Competition, New York: Portfolio (2008).Google Scholar

Copyright information

© Springer Science+Business Media, LLC 2010

Authors and Affiliations

  • Gary E. Wnek
    • 1
  • Suzette Williamson
    • 1
  1. 1.The Institute for Management and Engineering (TiME)Case Western Reserve UniversityClevelandUSA

Personalised recommendations