It appears we do not. Engineering cultures no longer exist at many U.S. manufacturing companies, U.S. government agencies or the industrial base in general. This observation is based on 50 years of working: • in industry with AT&T, Boeing, Bucyrus Erie, DEC, Ford, General Dynamics, GE, GM, Huntington Ingalls, IBM, IT&T, Lockheed Martin, Lord Corporation, MSC Software, Procter & Gamble, CAD-CAM-CAE-PDM-PEDO software developers and suppliers, Texas Instruments, the Tool and Die industry, United Technologies, Westinghouse; and • in government with the U.S. Navy, U.S. Senate, DARPA, NASA, NIST, National Labs, NAVSEA and others. Many of these companies have lost their engineering cultures. I remember Admiral Rickover asking me why I wanted to join his nuclear Navy. I told him that I wanted to be part of the engineering culture he had established. (Being accepted into his program was an uncertainty. I only later learned that he had an affinity for MIT graduates.) The program involved thousands of qualified personnel to build and operate hundreds of nuclear-powered ships. This presentation will: 1) Describe engineering cultures: • That experienced in the Navy from building nuclear powered ships to qualifying as a Engineer Officer and training watch teams to instinctively know what to do if there was an accident. • Observed in working closely with Texas Instruments Defense Electronics Group, Ford, Boeing-Rocketdyne, and others. 2) Highlight reasons for the loss of engineering cultures, including: • The focus on short term profits at the expense of other corporate stake-holders. • U.S. government outsourcing engineering as the ‘Peace Dividend’ from winning the Cold War. • Computer software complicating engineering as opposed to being the promised tool. 3) Point out organizations need engineering cultures if those organizations are to be: • sustainable, • resilient, and • secure. 4) Identify directions for establishing engineering cultures by: • Encouraging market analysts to value engineering cultures in their portfolios. • Making engineering easier for people to learn by taking advantage of available information technologies being able to leverage the best teachers and ways to learn. • Focusing engineering analysis software such that it becomes the tool it can by incorporating meta data that clearly explains what it does and how to use it, how to verify and validate results, and confidently provides accurate information (by incorporating variability), is easy to use, and is interoperable.