I don't speak for HN but personally I find the notion that business management can be distilled and generically applied across industries and disciplines to be

I don't speak for HN but personally I find the notion that business management can be distilled and generically applied across industries and disciplines to be nonsensical, when every technical project requires a firm grasp of at least the basic scientific/engineering principles to make sound planning decisions at all scales. How can you possibly estimate how long something will take to code for example, or evaluate the estimates of your subordinates, if you don't know how to code? Sure, this isn't the best example as code estimation is notoriously unreliable, but the point applies to technical work in general. Much of the trouble at Boeing has been explained by various sources as having started with the replacement of managing engineers at a company known to be founded and run by engineers with executive types after the "reverse takeover"[1] by McDonnel. This seems to be as close as one could get to an A/B test and the results are exactly what I would have expected, as technical constraints are relaxed to boost margins and shrink/meet deadlines. Though I admit this is a small sample size and could be confirmation bias on my part. >Do you seriously think that someone with an engineering degree would for some reason say actually we don't need to meet deadlines, I won't pressure you to finish these planes on time No, but I would expect a manager with an engineering degree to be more likely to understand the absurdity and danger of building passenger aircraft with missing tools and incorrect instructions, red flag such issues, and push back deadlines to resolve them. 1. theatlantic.com/amp/article/602188/