The Boeing situation and this thread are fascinating to me. The comments about not putting the MBA’s in charge of engineering or of airplane businesses are not that crazy. I have first hand experience.
I have an engineering degree and worked as an engineer in the aerospace industry for several years. But then i got an MBA and ran companies for several years. So I’ve lived on both sides of the fence.
The issue is that the pure engineer who thinks solely like an engineer makes a terrible business leader. They think too linearly in black or white.
But similarly a pure business leader with no product development expertise is often an absolute idiot, making dumb decisions about product quality, safety, timelines, costs, etc.
You have to be able to meld those two mindsets together to make optimal decisions. But often leaders with experience in both areas still screw up because they can’t effectively optimize their thinking. It took me a long time to really get better at ensuring businesses optimally mixed safety, quality, profitability, etc. But even then, if you report to people that don’t understand it, they will force you down the path of bad decisions. A bad Board of Directors can be just as responsible for the failures.
In my opinion there have been enough serious problems at Boeing that they need to redo the Board as well.