>A Health Secretary who's not a doctor would find it difficult to judge if they're being fed the right information by their advisers. That's the point of being

>A Health Secretary who's not a doctor would find it difficult to judge if they're being fed the right information by their advisers. That's the point of being a good manager. Being able to forge personal relationships and to trust your underlings. Having experience in an industry isn't that helpful when dealing with policy that lies outside a heads direct field of expertise. Being a doctor doesn't automatically provide a greater insight into what would make policies more successful. Yes he might have first hand knowledge of conditions on the ground, but the longer he's been out of doctoring the less up to date he will be and he will just be stuck with old notions of what things were like years ago. Your point about boeing is irrelevant, because the managment these had motives beyond engineering excellence, i.e making money.