Today, our role is very different. We have shown that we are able to run our factories as effectively as anybody else in the world. We have become much more technologically sophisticated and established a much wider bandwidth of capabilities. We have the capabilities to manage GLOBAL factories that produce the highest technology products.

But the world is also rapidly changing. Other countries such as China are also developing very rapidly. They are catching up. In many areas, they are already ahead. Being GLOBAL at managing factories is just not enough. We have to move up the technology value chain and do it fast.

We are being forced to face our most difficult technology challenge. Win, we thrive, lose, we perish. Our future is not only to have to out produce our competing countries. We have to out design them. Better still, out create them.

Design and creation are two competencies that engineers here in Asia are still very much in the gestation stages. We can be GLOBAL at maintaining and improving existing products, but still hard pressed to create new solutions and markets. But, this is what we must do. So, how do we get there? What must we do as a country, as a company and as an individual in order to succeed?

Our vision as engineers should not be just holding down a nine to five job that we enjoy very much. Of course, we would like to play with our toys. This is good, but not enough. Engineers should strive to become globally competitive technologists. What this means is that each of us should be hungry enough to want to make a difference in leading edge technologies. To strive to be leaders in the world and not just within the four walls of our respective companies. We should look for the toughest problems, collaborate with others and find the solutions. From these solutions, we will create opportunities for businesses to thrive. Inculcate the spirit of technoprenuership into our engineering profession.

The question is whether we have what it takes to achieve this lofty vision. Our engineers are strong enough and more importantly, have the will to succeed. What we need is a prescription on areas that we must focus on as a team. A prescription to show us how to get there as quickly as we can before our competitors catches us. In my mind, there are four key areas that we must deliver for quick success. These are a strong foundation, a "hands on" attitude", specialization and finally the passion to achieve them.

Foundation is very important. Our training at universities is part of this. However, we must not forget that our foundations must be continually expanded. Theories and tools must continually be upgraded, renewed and learnt. Your four year in a college, are important parts of this foundation building. You forget that the degree is less important than the process of getting it. It is in this learning process that real foundation is built. The message here is - "Do not compromise your formal training opportunities"

A "hands on" attitude is absolutely necessary to help us bring theory into the real world. Realizing the potential of technology is an engineer's dream. Too many of us are experts in theory and can analyze and describe in detail what should or should not happen. We like to play with mind experiments, not real ones. The right "prescription" here is that each and every engineer should have a sandbox to play in. If I look under your desk, or in your drawers, I should find all kinds of constructions, prototypes, components - working or non-working. You should be able to show to any visitor, things that you have built, finished or otherwise, and what they are for and what problem they are capable of solving.

Specialization can occur gradually, but it must happen. All engineers should be able to stand up and declare what kind of engineer we are and what are our fields of specializations. Our interest should span a few areas. However, we must strive not be a "jack of all trades". This formula worked in the past, but not any more. A second point is that with specialization comes the critical need to collaborate. To develop a winning product or technology, we will need to integrate knowledge and skills from fields that we may not be experts in. We will need to have the skills to collaborate with our peers and outside resources, such as universities and commercial technology providers to optimize our inventions.

If you are choosing engineering profession just for the money, you will not succeed. In a knowledge industry, money is just not enough. You can be good, but not great. Each one of us must dig deep within ourselves to find out if we have what it takes to become a great engineer. The heart must be there. The sequence should be such that when you invent with all your energy and passion, you will come up with great inventions. Through these inventions, you create value. The value you create will cause new opportunities. New opportunities means business success. Business success means you get rewarded. The truth is, by looking at the world this way and not wholly driven by money, you actually end up making more.

Here it is then, the four key prescriptions to become a great engineer of the future. we see big success in many of us, but not all will make it. Success and failure has never been more in your own hands than now. All of us just have to make that choice.

The changing expectations of engineers over the last 30 years.

The key challenges

• From skill provider to creation
• Technology to business driven
• Individual to collaboration
• Learning to knowledge management.
• Theory to hands-on