Where some might see uncertainty, engineers see an open space for innovation. After all, uncertainty and ambiguity often indicate that the time is ripe for new technologies, solutions and markets.
Today, uncertainties in higher education are in no short supply. In an environment where changes in enrollment and government funding, financial aid, and tax and immigration policies can occur rapidly, institutions are also grappling with the profound transformation of education itself: Traditional boundaries of disciplines are disappearing, technology is evolving at lightning speed and global challenges like climate change and cybersecurity demand solutions that are both immediate and imaginative.
“Uncertainty rewards those who can pivot,” says Vijay Kumar, Nemirovsky Family Dean of Penn Engineering. “We see this moment not as a threat, but as an invitation to innovate, and with deep expertise in engineering education and the scientific fields central to solving today’s global challenges, Penn Engineering is ideally positioned to lead.”
At the beginning of 2025, leaders across the School came together to construct the framework for a new strategic plan that will guide the School through the next five years and beyond. The result, Penn Engineering 2030, was then developed through a School-wide, collaborative process grounded in In Principle and Practice, Penn’s shared vision for shaping the University’s future.
Launched in September, Penn Engineering 2030 prioritizes investments across programmatic, facility and community needs and is supported by four strategic pillars: Reinventing Engineering Education, Advancing Research Excellence and Impact, Strengthening Community and Culture, and Reimagining Organizational Agility and Sustainability.
“Penn Engineering 2030 and its goals exemplify the leadership and resilience of the School’s community,” says Rob Stavis (ENG’84, W’84), University Trustee and Chair of Penn Engineering’s Board of Advisors. “These efforts are not confined to campus; the Penn Engineering community encompasses a global network of alumni and partners whose expertise and experiences are critical to its success.”
Computing pioneer Alan Kay is known for saying, “The best way to predict the future is to invent it.” As Penn Engineering invents the future of engineering education and research, our alumni, collaborative partners and friends will be instrumental in building it.
TRANSFORMING EDUCATION
The world that Penn Engineering students will inherit is rapidly transforming.
Some of the jobs they will hold five or ten years from now do not yet exist, while others will be dramatically reshaped by artificial intelligence, automation and global interdependence. “What will propel our students to greatness? What will our society need from them after they graduate?” asks Robert Ghrist, Andrea Mitchell University Professor in Electrical and Systems Engineering and in Mathematics and Penn Engineering’s Associate Dean for Undergraduate Education. “These questions are driving the discussions evaluating our programs and teaching methods.”
Answering these questions involves rethinking the very structure of an engineering education. Penn Engineering 2030 calls for designing more flexible programs that blur departmental boundaries and allow students to chart pathways across disciplines. New pedagogies are also at the forefront: hands-on, project-based experiences with real-world partners; AI-enhanced instruction; and hybrid learning models that combine the best of in-person and online engagement.
“Expanding graduate education to include translational and industrial research tracks is also a key facet of our plans,” says Boon Thau Loo, RCA Professor in Computer and Information Science and Senior Associate Dean for Graduate Education and Global Initiatives in Penn Engineering. “This will better prepare our students for diverse, non-academic career paths in industry and beyond.”
Entrepreneurship and leadership skills are also critical, as are opportunities for students to connect their learning to industry challenges. From expanding research opportunities for undergraduates to weaving in courses on communication and teamwork, the School is accelerating the development of tomorrow’s “practical engineers.”
“These efforts will produce graduates who can not only solve problems but define which problems are worth solving and bring together the right mix of people, ideas and technologies to address them,” says Vanessa Chan, Jonathan and Linda Brassington Practice Professor in Materials Science and Engineering and Penn Engineering’s Vice Dean of Innovation and Entrepreneurship.
“The transformations outlined in Penn Engineering 2030 also extend beyond campus,” adds Rebecca Hayward, Executive Director of Academic Innovation and Strategy in Penn Engineering. “Our online platforms already reach a broad audience of learners, and our focus now is on developing new and engaging online offerings that meet the needs of working professionals and support meaningful lifelong learning.”
Open Doors for Students
Help us connect our classrooms to the real world by sharing insights on emerging workforce needs in your sector, hosting an intern at your company or lending your expertise as we shape tomorrow’s curricula. Together, we can ensure that our students are prepared for the world they will lead.
ACCELERATING RESEARCH
The urgency of today’s global challenges is undeniable: Energy, health, climate and security all demand bold new solutions.
Penn Engineering is aligning its research priorities with pressing issues, advancing breakthroughs that will define the coming decades.
“Building on the success of scientific initiatives like Penn’s NSF AIRFoundry for RNA research, Penn Engineering will pursue national flagship efforts in the signature areas that are critical to solving global challenges,” says George Pappas, UPS Foundation Professor of Transportation in Electrical and Systems Engineering and Associate Dean for Research in Penn Engineering.
Penn Engineering 2030 also lays the foundation for initiatives like the Futures Fund, where the School will work with industry partners and donors to invest in “big ideas” research at the frontiers of technology, including engineering human health, engineering physical intelligence and engineering sustainable infrastructure. The speed of solutions also matters. Strengthening partnerships with industry and philanthropic foundations will ensure that ideas move from lab to market more quickly, bringing benefits to society sooner.
“We are already working with the Penn Center for Innovation to examine how our intellectual property process can be accelerated or transformed,” says Chan. “Industry partners will also be key in anticipating new frontiers, and a dedicated office for corporate and foundation engagement will make it easier for industry to support new research and ventures.”
A culture of rapid iteration encourages bold ideas, experimentation and risk-taking, the essential ingredients of an incubator of groundbreaking discovery. Equally important is embracing collaboration across Penn’s campus and beyond to maximize resources. Penn Engineers are already working with social scientists on ethical frameworks for AI, with medical researchers on diagnostics and drug delivery, and with policymakers on the societal impact of emerging technologies.
“One of Penn’s biggest strengths is its culture of collaboration,” says David Meaney, Solomon R. Pollack Professor in Bioengineering and Vice Provost for Research at the University of Pennsylvania. “We go beyond making the discovery or creating the invention; we collaborate and put these ideas to work to help people and strengthen our society.”
Champion the Future
Help us shape our priorities and ensure that our work has both visibility and impact by sharing your professional expertise and advocating for Penn Engineering’s research in your networks. Your voice is essential in ensuring that our research aligns with industry needs and is valued by society.
EMPOWERING COMMUNITY
Innovation thrives in open, supportive communities where varied perspectives can spark new solutions.
In late 2024, students, faculty and staff across Penn Engineering engaged in a community exercise that strengthened the School’s values statement, yielding a shared commitment to scholarship, creativity and excellence; open community; and responsible innovation and societal impact.
“It is essential to periodically reflect on and renew our commitment to our core values,” says Camillo Jose Taylor, Raymond S. Markowitz President’s Distinguished Professor in Computer and Information Science and Advisor to the Dean on Community and Culture. “This process goes beyond our investments in programs and spaces that strengthen our community and leads to a more engaged group of students, faculty and staff.”
The Cora Ingrum Center for Community and Outreach (CIC) now serves as Penn Engineering’s hub for student belonging, providing resources, mentorship and a welcoming environment for all. The CIC also provides outreach programs that broaden participation in STEM, creating pipelines for Philadelphia youth to pursue education and research opportunities. Future plans for the CIC include offering opportunities for all faculty, staff and students alike to engage in dialogues across differences, building the skills to thrive in a global society.
“As an alumna who was directly impacted by the tremendous work of Ms. Ingrum as a student, it is deeply meaningful to lead the Cora Ingrum Center,” says Laura Stubbs, Senior Director of the CIC. “Her legacy shaped my own journey, and now I have the privilege of leading the team that is carrying that legacy forward for future generations.”
Well-being is also central to a strong and productive community. Penn Engineering 2030 calls for increasing awareness of the tools available to students, faculty and staff, leading to a better understanding and leveraging of University-wide resources and support services.
Penn Engineering’s shared values extend beyond campus as well. As neighbors in West Philadelphia, the School is investing in programs that connect our students and faculty to the city, applying engineering expertise to local challenges while enriching the educational experience.
Share Your Story
Help us support the next generation of Penn Engineers by mentoring a student, participating in alumni panels or sharing your story to inspire prospective and current students. Your experiences and contributions will shape a more vibrant and inclusive community.
FOSTERING AGILITY
To remain a leader, Penn Engineering must be able to adapt quickly, align investments with critical needs, and anticipate and prepare for future challenges before they arrive.
“We are embracing scenario planning and flexible funding models that will allow us to pivot as new opportunities emerge,” says Mike Matthews, Vice Dean of Finance and Administration in Penn Engineering. “Penn Engineering 2030 outlines the necessity of examining our systems to eliminate inefficiencies and streamline efforts. By leveraging data and AI tools, we can make smarter decisions about programs, facilities and partnerships.”
This agility is also physical. The next five years call for identifying new infrastructure needs — physical, digital and organizational — that can accelerate discovery. The School’s Blueprint for Campus Transformation, developed in parallel with the construction of Amy Gutmann Hall, reimagines the Penn Engineering complex to foster collaboration, create flexible research hubs and provide students with modern learning environments. Having spaces that can adapt to evolving needs allows community members to make better use of the limited square footage in an urban campus. Additionally, projects to grow research and computing infrastructure like the Penn Advanced Research Computing Center (PARCC) will be critical to achieving impactful research outcomes.
To ensure reliable revenue streams for these efforts and more, Penn Engineering is exploring new funding pathways that will decrease dependence on government sources. Currently, a large fraction of research funding in the School comes from the federal government, and Penn Engineering 2030 includes mechanisms to broaden the School’s funding base by expanding partnerships with foundations, corporations, industry and individual donors.
“Increasing the role of philanthropy in research has the added benefit of creating a shared societal legacy for us and our philanthropic partners,” says Vanessa White, Vice Dean of Development and Alumni Relations in Penn Engineering. “The Futures Fund is central to this vision, enabling early-stage, high-risk projects to move quickly from concept to reality. By coupling agile funding mechanisms with strategic foresight, we ensure that Penn Engineering remains at the forefront of discovery and education.”
Offer Strategic Guidance
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SHAPING WHAT COMES NEXT
Penn Engineering’s tradition has always been one of invention, leadership and impact, from the creation of ENIAC to today’s breakthroughs in precision health, nanotechnology, robotics and quantum science. This tradition continues as the School moves into the implementation phase of Penn Engineering 2030, where committees dedicated to the four strategic pillars have planned out the timelines for their pillar’s goals and are engaging in continuous reporting and feedback on successes and challenges.
“The next chapter is already unfolding thanks to the bold ideas in Penn Engineering 2030,” says Kumar. “But we cannot do it alone. The engagement from our community members across the world during this next phase will define the speed of our success and our impact for decades to come.”
Penn Engineering invites alumni, industry partners and friends to join in building the future of engineering education and research through advocacy, mentorship, engagement and philanthropy. Together, we will ensure that Penn Engineering is able to prepare the next generation of problem solvers who are empowered to shape and lead a better world.
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Story by Olivia J. McMahon / Illustrations by Tom Peake