Strategic Engineering Summer School

This summer school is designed for undergraduate students (preferably in engineering, science or related fields) who are interested in systems design, technology strategy, or management consulting. Students are introduced to key concepts by experienced faculty and practitioners, gaining insight into how strategic engineering principles apply across industries.

The course teaches a strategic engineering mindset, underpinned by the processes and techniques used to tackle complexity and uncertainty in real engineering projects. You will learn to think critically and creatively about open-ended problems, moving beyond siloed technical analysis to a broader systems perspective. Teaching is highly interactive: you will analyze case studies, engage in simulations and scenario exercises, and collaborate with peers to form high-performing teams. Throughout the programme, you will practice structuring and delivering professional-style presentations of your findings. The curriculum also integrates discussions on stakeholder management and ethical decision-making in engineering projects (for example, how to balance profit, safety, and sustainability objectives). Applied learning techniques include hands-on data/sensitivity analysis and team-based design challenges. This summer school supports the development of core systems-thinking and decision-making skills relevant to students aspiring to careers in technology consulting, engineering design, or strategy roles in engineering-intensive industries.

Teaching will take place over two weeks on campus at Imperial College London and will be taught in person. Students will attend class five days per week (Monday–Friday). Each day includes lectures and in-class supervised group activities, culminating in a team panel presentation of project findings at the end of the programme.

•    Understanding and navigating complex socio-technical systems and stakeholder dynamics
•    Embracing uncertainty in engineering planning (moving beyond single-line forecasts)
•    Designing engineering systems for change over time and long-term value
•    Exploring a broad space of possible futures through scenario analysis and simulation
•    Valuing flexibility and adaptation as an asset in system design
•    Balancing risk–reward trade-offs for multiple stakeholders and objectives
•    Developing strategic “game plans” for phased implementation and project execution
•    Communicating analytical insights and recommendations effectively to stakeholders

Participants will reinforce their learning through team-based exercises and a capstone group project. During both weeks, students work in small teams on guided case-study exercises during class, applying strategic engineering concepts to example scenarios as part of group project called Application Portfolio (AP). The first week focuses on key concepts and example applications. The second week goes into real-world case studies demonstrating specific strategic engineering tools and methods. In the AP project, teams select a real-world engineering system or product of their choice and apply the principles from lectures L1–L10 to that case. This involves analysing the system’s architecture, uncertainties, adaptation strategies, assessing economic performance alongside market and technology risks, and formulating strategic design and investment recommendations. Teams will employ tools such as Object Process Modelling (to capture the overall architecture of their system), Monte Carlo simulation (to explore many possible scenarios and impact on economic performance), decision analysis (to structure and analyse time-critical decisions), flexibility valuation techniques (to quantify the value of design options that allow adaptation using decision rules), and pareto analysis (to evaluate decisions in light of different risk tolerance profiles). The goal of the AP project is to document how strategic engineering methods can improve the design and management of the chosen system under uncertain future conditions.

Under the supervision of Imperial academics and external mentors (TBC), student groups will iterate on their projects throughout both weeks. They will produce a professional analysis that: (1) addresses the chosen engineering challenge and its context, (2) provides creative ideas for meeting stakeholder needs under uncertainty, (3) follows rigorous research and data analysis practices, (4) visualises data and uncertainty insights using appropriate charts/models, (5) presents a structured narrative with clear reasoning, and (6) delivers a compelling set of recommendations that demonstrate flexibility and foresight. On the last day of the course, teams will present their Application Portfolios to a panel of experts (faculty and industry guests), simulating a real-world design review. A prize will be awarded to the team with the best project.

On completion of this summer school, students will be able to:

•    Understand key principles of the strategic engineering approach and how it differs from traditional engineering design
•    Apply analytical techniques (e.g. Monte Carlo simulation, decision trees, discounted cash flow analysis) to evaluate engineering decisions under uncertainty
•    Identify and assess uncertainties, risks, and opportunities in complex engineering projects, and propose strategies to address them
•    Think critically and creatively about large-scale engineering problems, crafting solutions that can adapt to changing requirements and future scenarios
•    Develop insights and present strategic recommendations in a professional manner, synthesizing technical and non-technical information for decision-makers
•    Experience and reflect on team-based learning and communication through a group project, enhancing collaboration and leadership skills

In addition, students will have the opportunity to meet like-minded peers and Imperial student ambassadors through academic and social activities. Participants will get a taste of what it’s like to study at a world-class university, while building international connections and exploring options for future study or careers.

The programme consists of approximately 60 contact hours spread over 10 weekdays, featuring a mix of lectures, in-class exercises, workshops, project work, social activities, and relevant site visits. Classes will be delivered on campus each weekday. Students will be allocated to small teams for in-class exercises, using a team-based learning approach under faculty supervision. The capstone project (Application Portfolio) will be developed in teams and presented to a panel of experts on the last day of the programme.

All teaching and activities will be conducted in English.

Introduction to Strategic Engineering Framework

Begins with a shift away from treating engineering as purely technical and toward seeing it as a process of designing systems that can evolve over time. Concepts introduced include recognising that the future is hard to predict; embedding socio-technical factors; keeping decision points flexible; and planning not just what to build, but when and how to build it.

Navigating Complexity & Embracing Uncertainty

Covers seeing projects as embedded in complex networks of social, regulatory, economic, and technical forces. Introduces concepts from systems architecture and systems engineering to break down silos between disciplines and stakeholders. Moves into uncertainty: why standard forecasts often fail; how “Flaw of Averages” can mislead; and how decisions can be structured so that they preserve optionality rather than locking in irreversible paths.

Designing for Change & Exploring Possibilities

Examines how technology, markets, and policies evolve and how designs must dynamically adapt and be evaluated over time (time value of money). Introduces techniques for staged decision making, discounting future value under uncertainty using e.g., decision trees. Also, using simulation ensembles (e.g. Monte Carlo) to explore a wide “space of possibilities” rather than relying on just a few scenarios.

Valuing Adaptation & Balancing Stakeholder Risks

Focuses on quantifying flexibility - treating adaptability as an asset rather than an extra cost. Real options thinking: what is the value of keeping doors open, modularity, and the ability to reconfigure? Also, how different stakeholders (investors, regulators, communities) assess risk and reward differently, and how strategic engineering uses trade-off analysis to balance competing objectives.

Creating the Game Plan & Course Synthesis

Brings all previous ideas together into execution: building plans that survive unexpected shifts (in funding, leadership, regulation). Use of hold-points, gates, phased rollout. Prepares the transition from theory to practice via case studies. Sets teams up with the frameworks they’ll need for their Application Portfolio: selecting a system, identifying uncertainties, choosing metrics, designing scenarios, and planning how to make decisions over time in light of what they discover.

Application studies

The above principles and concepts will be taught using a combination of theoretical presentations and real-world, hands-on example applications and analysis covering sectors such as aerospace, energy, real estate and transport.

All participants are expected to be current undergraduate students. Ideally, students should be in the final two years of their degree in an engineering, science or related STEM discipline.

English requirements:

All students are required to have a good command of English, and if it is not their first language, they will need to satisfy the College requirement as follows:

•    A minimum score of IELTS (Academic Test) 6.5 overall (with no less than 6.0 in any element) or equivalent.
•    TOEFL (iBT) 92 overall (minimum 20 in all elements)

Students will be asked to bring along their computer for project work.

The summer school is directed by:

Michel-Alexandre is an Associate Professor in Engineering Systems Design at the Dyson School of Design Engineering, Imperial College London, and Director of the Strategic Engineering Laboratory. Prior to joining Imperial College, he served as a faculty member at the National University of Singapore (2011-2018), where he founded the Strategic Engineering Laboratory. He worked as a Quantitative Researcher in the hedge fund industry, developing systematic strategies for derivatives trading using machine learning. He was a principal investigator on several international initiatives like the Singapore-ETH Centre Future Resilient Systems project and the Singapore-MIT Alliance for Research and Technology. Dr. Cardin holds a PhD in Engineering Systems and a Master of Science in Technology and Policy from MIT, a Master of Applied Science in Aerospace Engineering from the University of Toronto, Honors BSc in Physics from McGill University in Canada, and is a graduate of the Space Science Program at the International Space University.

He is serving or served as Guest and Associate Editor for the Institute of Industrial & Systems Engineers flagship journal IISE Transactions, IEEE Transactions on Engineering Management, as well as ASME Journal of Mechanical Design and INCOSE journal Systems Engineering. Dr. Cardin leads the development of a global community of academics and practitioners focusing on Strategic Engineering. This community is developing analytical frameworks, digital tools and methodologies to help next generation engineers and project investors build value-enhancing, sustainable and resilient infrastructures in the future, ready for the important societal challenges facing our planet.

Students will receive a Imperial College London certificate of attendance on successful completion of this programme and a prize will be awarded to the best project team.

Each student will also receive a document for their project marks.