Abstract
ABSTRACTOver the last decade, the process of strategic management planning has received increasing recognition and acceptance among consulting engineering firms. Many papers and professional articles have appeared dealing with client development, marketing and public relations strategy, diversification, and global business strategy. In part, this interest was sparked by the back-to-back economic recessions that began in the 1980s and by a realization that a consulting engineering firm needs a well-defined scope for human resource training and development. In addition, vision and mission and objectives statements alone do not meet such a need; additional decision-making rules are required if the firm and its professional resources are to grow profitably. Developing and preparing such decision rules has been broadly defined as strategic management planning. This article investigates strategic planning among the United States' top 500 consulting engineering firms as classified by Engineering News Record. Fro...
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