“The greatest challenge is to find an effective solution to the right problem.”
With these words, Professor John Clarkson from the University of Cambridge captured a challenge that reaches far beyond engineering.
Solving problems is one thing – but in an increasingly complex world, it’s often even harder to know which problem to solve in the first place.
Seeing the big picture
This is where systems engineering comes in. At its core, systems engineering is about seeing the bigger picture. Instead of focusing on one part of a product or process, it asks: How do all the pieces fit together? What happens if one element changes? Who are the people involved, and what risks are we missing? It is an approach that helps engineers design not just machines, but entire systems that work reliably in the real world.
Clarkson’s research has shown how powerful this can be. In healthcare, his team worked with doctors and nurses to redesign patient discharge from hospitals. By mapping the full system, including families, community care, and information flows, they uncovered weak points that no single actor could see. The same thinking is now shaping future manufacturing, where digitalisation, supply chains, and sustainability challenges intersect.
Why processes matter
A key lesson is that processes matter. Clarkson emphasises that engineering is not only about what you deliver, but how you get there. A well-designed process—one that includes risk analysis, feedback loops, and diverse perspectives—can be the difference between a system that fails and one that adapts successfully. This mindset is crucial when industries face rapid technological and social change.
From T to Tri: an engineer’s evolution
To meet these demands, Clarkson described the evolution of engineering education:
- T-shaped engineers have broad knowledge and deep expertise in one field.
- π-shaped engineers add computational skills—essential in a data-driven world.
- Tri-shaped engineers, the goal for the future, combine technical depth, digital skills, and systems leadership.
Systems leadership means guiding change across boundaries, where no single person or organisation holds all the answers. Clarkson’s message was clear: tomorrow’s engineers must be comfortable with uncertainty, skilled at co-design, and resilient in the face of disruption.
Building the future of manufacturing
For the manufacturing industry, this shift is crucial. To design sustainable, resilient production systems, we need engineers who not only solve problems, but also ask the right questions, and bring people together to build solutions.
As Clarkson reminded his audience at Chalmers: engineering the future is not just about technology. It’s about engineers who can see the whole system, respect the process, and create solutions that truly fit the challenges of our time.
I’d like engineers to be more responsible not only for translating requirements but also for deciding whether those requirements are the right ones.
Photographer: Carina Schultz
Who is John Clarkson?
He is Professor of Engineering Design at the University of Cambridge and Professor of Healthcare Systems at TU Delft. He leads the Cambridge Engineering Design Centre and is also co-director of Cambridge Public Health.
Clarkson is internationally recognised for his work on systems design – finding ways to structure and manage complex systems so that they become more robust, inclusive and adaptable. Much of his recent research has focused on healthcare, but his methods are just as valuable for industry: helping organisations design processes and systems that really work, even under pressure and change.
Leads international collaborations with the Royal Academy of Engineering and medical colleges to develop Engineering Better Care, a systems approach to redesigning and improving healthcare.
Impressive facts! Awarded CBE (Commander of the Order of the British Empire) in the King’s Birthday Honours List 2024 – one of the UK’s highest distinctions, just below a knighthood.
