Could it be that more UK engineers don't make it to board level because we don't study engineering in the same way they do on the continent, where the courses tend to have an MBA-style business management content?
Maybe UK engineering degree courses assume that their students won't make it to board level.
A high proportion of day-to-day challenges affecting company performance stems from human factors rather than a lack of engineering discipline knowledge.
A manager's appointment often depends on personality, ability to communicate and persuade, and organisational success. The job requires discipline knowledge, but without these abilities the manager will fail.
So does getting appointed to the top level depend on latent ability, personality, and a track record of solving people-problems rather than discipline training?
Colin Mynott
Northampton
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