Recent shifts in the ownership structure of the civil engineering profession, with many of the large consultancies and utilities now trading as public companies, have raised concerns that engineering excellence is taking a back seat to share-price performance. This paper, which is based on the author's 2006 Hugh Ford Memorial Lecture at ICE, argues that public engineering companies are under considerable pressure to achieve demonstrably better performance year on year. This demands a more complex type of engineering excellence which is perhaps less convenient for the many civil engineers who love deep but narrow problem solving.
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