That perception is not entirely without merit, but it's a little dated. Steve Blank, fwiw, teaches and lectures at the MBA programs at both Stanford and Berkele

That perception is not entirely without merit, but it's a little dated. Steve Blank, fwiw, teaches and lectures at the MBA programs at both Stanford and Berkeley. MBA programs, like those and many others, are actively embracing his methodology, and methodologies like his. Modern, top-tier MBA programs are increasingly driven by entrepreneurship, and less by traditional, hidebound business courses and corporate line-management skills. A lot has changed, and much of it changed in reaction to the embarrassments of the late '90s. Furthermore, engineers make up an increasingly large percentage of MBA cohorts these days; the old MBA/engineer dichotomy could use a refresh. The two skill sets -- engineering and analytical business strategy -- are often quite complementary. MBA programs have recognized as much, and today, being an engineer is a serious advantage in an MBA curriculum. That's not to say you won't find your fair share of entitled, naive, or opportunistic MBA students in any given program. They're still around. But their numbers are dwindling, because many industries (finance and consulting notwithstanding) have realized they don't want that type. In time, these people will become the exceptions, and not the rule. That may already be the case at many MBA programs. I'm not here to play apologist for the reputation MBAs have earned in the tech world. A lot of it has been deserved. At the same time, a lot of it is no longer as fair or accurate an assessment as it once was.