It's not what you do, it's why you do it that makes the difference betweenengineering and science: the strategy and structure of process engineeringin the United States

The dramatic changes to academic process engineering by the UK's largest co mpetitor, the USA, has led them to be stronger, more successful and more vi brant. It is advocated here that unless the UK also makes appropriate chang es, it will not survive in the global process engineering marketplace. This paper reports on some of the conclusions of a study carried out last y ear by a group of young academics who visited the USA in late 1998. The rep ort's findings have significance beyond chemical process engineering and to uch all areas of engineering research in the UK (and further afield). It is concluded that universities must change the way that they develop the care ers of younger staff, train students (under- and postgraduate) and promote collaboration between the different pure sciences and engineering. In addit ion, ideas are presented for both the Funding Councils and industry for way s in which they might change to meet the challenges just around the corner.