> If you don't become a mini-expert yourself, you will start delegating lots of decisions, and the final result may or may not be optimal. Just look at Boeing.

> If you don't become a mini-expert yourself, you will start delegating lots of decisions, and the final result may or may not be optimal. Just look at Boeing. I'm assuming you're talking about Boeing's screw-ups with 737 MAX. If so, you've got it backwards. The 737 MAX's design issues were precisely because the leadership (i.e., non-engineering management) wouldn't delegate to the authority of the experts (i.e., the engineers) and forced their own decisions on the project. They did not become "mini-experts" themselves, sure, since they didn't actually put in the effort to understand what the consequences would be, but they did treat themselves as "mini-experts", as evidenced by their "we know better than the engineers" attitude to the concerns that were raised by engineering during the development of the MAX.