New Horizons, New Challenges

As I come to the end of my term as ASME president, two important themes come to mind: collaboration and networking, and how they relate to innovation and the global marketplace. This year, ASME positioned itself to respond more effectively to the challenges of the international engineering community.

Richard E. (Gene) Feigel

Two trends, identified in a report from Strategic Management (and highlighted on ASME.org), focus ASME's attention on collaborative learning communities and technology innovation networks. Both involve sharing knowledge across geographic, disciplinary, and corporate boundaries. ASME Solutions' focus on industry needs and the launch of the BioPharm Solutions Web site (www.asmesolutions.org/BioPharm) are two initiatives helping ASME address the changing face of engineering. The opening of the Europe office in Brussels and the launching of new projects in China and India are important initiatives in our global strategy. ASME has established partnerships with organizations such as the American Institute of Chemical Engineers, National Insulation Association, the Society of Women Engineers, and national engineering organizations in China, Hong Kong, and Italy. These strategic partnerships have expanded opportunities for ASME and its members to collaborate with professionals of like interests. ASME's Standards Technology LLC is making important strides to keep codes and standards responsive to international markets.

As I entered office in 2005, we were in the middle of celebrating ASME's 125th anniversary, which paid tribute to the tremendous heritage we all share and benefit from today. This past year was also marked by milestone training activities, such as a successful Leadership Training Conference (LTC). The LTC showed us that it is possible to work across sectors to achieve our mutual goals, while staying focused on our priorities: keeping young engineers engaged in the profession, being more global, making stronger connections with government and industry, and developing new revenue-producing programs.

Programs focused on early-career engineers are among ASME's highest priorities. The Board of Governors accepted the final report of the Strategic Initiative Project team on Young Engineers, which will be implemented by the sectors. Starting at the Summer Annual Meeting this month, the Center for Leadership and Diversity's Committee on Internship Programs will introduce the Early Career Leadership Intern Program (ECLIPSE) to help encourage the participation of early-career engineers at all levels of the Society.

While we've made progress, challenges remain. However, challenges should not frighten us; without them there are no advances. One of the greatest challenges of any organization is the tendency to become too internally focused. We tend to create a closed system in a world that expects open channels. We need to constantly be aware of others — other parts of ASME, other activities, other ways of organizing, and other models to help us broaden our horizons. We need to get on with our mission and look beyond what can be perceived as self-imposed boundaries, if we are to stay energized and viable.

I am pleased to turn over an organization that has completed the implementation phase in a multiyear plan for restructuring and new strategies. Continual improvement is always part of the design. Feedback and dialogue must be encouraged. ASME NEWS, ASME.org, and other communication vehicles are vital for members to stay informed of new developments. We have achieved much over the past few years, but now is the time to put our planning and words into action. Let's build upon what we have accomplished and continue to use our talents and abilities to move ASME forward.

— Gene Feigel
ASME President, 2005–2006

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