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“One IEEE” is Kathleen Kramer’s 2025 vision for bringing IEEE’s distinct technical and professional communities into closer collaboration while preserving their different perspectives. In a March 2025 note in IEEE Spectrum, Kramer connected that goal to the IEEE Strategic Plan 2025–2030 and to the work of members and volunteers across the organization.
What “One IEEE” means
Kramer’s phrase “Working for One IEEE” describes a way to coordinate IEEE’s many communities and activities around a shared mission: advancing technology for the benefit of humanity. The vision spans technical societies, publishing, standards, education, public policy, climate-change work, history, humanitarian technology, local sections, and global communities.
It is a collaboration model, not a proposal to make every community identical. IEEE’s technical and professional groups bring distinct expertise and perspectives; the aim is to connect their work more deliberately. As Kramer put it, “Together we have the opportunity to foster meaningful collaborations that enable us to be much more than the sum of our individual parts.”
What the IEEE Strategic Plan 2025–2030 sets out to do
Kramer describes the 2025–2030 plan as a five-year guide for putting IEEE’s mission into practice. Its six goals cover technical trust, responsible innovation, cross-sector collaboration, future innovators, public understanding, and members’ professional growth.
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1. Be a trusted source for science and technology
IEEE aims to advance science and technology through research, development, standards, and public policy. The goal brings technical knowledge and its application into the same strategic picture.
2. Encourage innovation with integrity
The plan calls for driving innovation while promoting scientific integrity and the ethical development and use of technology.
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3. Connect disciplines and sectors
IEEE seeks to provide opportunities for interdisciplinary collaboration, research, and knowledge sharing across industry, academia, and government.
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4. Inspire the next generation
The plan emphasizes curiosity, discovery, and invention as foundations for the next generation of technology innovators.
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5. Raise public awareness
IEEE aims to expand awareness of engineering, science, and technology around the world.
6. Support technology professionals over time
The plan identifies continuing education, mentoring, networking, and lifelong engagement as ways to empower technology professionals.
How the plan is meant to guide IEEE units
The Spectrum note says work is underway to translate the strategic goals into tactical objectives, so plans made by IEEE’s organizational units align with the broader strategy. That alignment is the practical link between a shared vision and work carried out by different communities. The note describes the implementation process as ongoing; it does not report completed results or quantify the plan’s impact.
Why Kramer grounds the vision in her own IEEE journey
Kramer traces her involvement from undergraduate study at Loyola Marymount University through graduate study at Caltech and her work as a professor of electrical engineering at the University of San Diego. She describes publishing, attending conferences, volunteering in technical societies and local sections, participating in public-policy work, and helping advance engineering-program accreditation criteria as ways to contribute.
That progression—from student to professor, volunteer, policy participant, and organizational leader—illustrates the range of participation behind her vision. Her central point is that IEEE’s work depends on people contributing through different roles and communities, not on a single activity or level of the organization.
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The breadth of the plan suggests several natural links across IEEE’s work: research and standards can inform public policy; education and mentoring can connect experienced professionals with students; and local sections and technical societies can link regional participation with global expertise. These are examples of how the vision’s areas may complement one another, rather than reported outcomes or a list of new programs announced in the note.
Members and volunteers are presented as the organization’s operational heart. Their local and global participation gives the shared mission its reach, while IEEE’s activities across research, professional development, and public engagement provide different ways to contribute.
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Kramer’s March 2025 note establishes a leadership priority and a strategic framework: coordinate IEEE’s distinct communities more effectively, and align organizational-unit plans with the six goals for 2025–2030. It does not provide membership totals, budgets, retention figures, or measured impact results. “One IEEE” is therefore best understood as a direction for collaboration and alignment, not as evidence that those outcomes have already been achieved.
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