Earlier quoted context omitted.
Selecting an engineer doesn’t absolve the board of the responsibility to choose the right guy. There are incompetent engineers, unethical engineers and there are engineers who are bad leaders. But an accountant as CEO is not going to restore a culture of engineering excellence.
Why? The CEO of a company this big, no matter their background, has no business building an intimate understanding of the tech. They’re there to set up an incentive system to further the goals of their choosing. Neither seems to call for deep understanding of neither. And no background absolves a CEO from building a surface understanding of all aspects of running the business. TBF, from my experience with VPs, techni…
This is certainly a point of contention in modern schools of business thought, but the concept of a CEO who doesn't understand what the company builds is bizarre to me.
The CEO of Boeing, IMO, should probably have aircraft engineering experience, and, ideally, also be a pilot with the suitable type ratings to fly the stuff they build.
And they should be open to "Hey, if you have engineering concerns about the airplanes we're building for the traveling public, you come to me!" style office visits. Someone with concerns about the "single sensor fault runaway trim" style system should have been able to bring it up, and have him understand it.
I know this isn't what Boeing has. And they've lost a lot. This is now increasingly clear to people outside aviation circles.