Last week, I found myself on an unexpected journey—both literally and figuratively. I was behind the wheel, making my way from Leicester to Manchester for a week-long training at Siemens’ headquarters. It was the kind of assignment you don’t think twice about as an engineer—more technical skills, more hands-on learning. But as I drove through the rain-soaked streets of the English countryside, I couldn’t shake the feeling that something about this trip would be different.
I didn’t realize it then, but this week would change how I see my role—not just as an engineer, but as a potential leader in shaping the future of business.
The Unexpected Lessons from Siemens
Arriving at Siemens, I was greeted by a room full of engineers like myself. Some were from large corporations, others from government agencies. We were a mixed bag, but we all shared the same focus—fixing, creating, and optimizing. We were the people who solved problems. I felt at home, comfortable in the familiar buzz of technical conversations.
Yet, as the sessions began, something became clear. This wasn’t just about engineering. The discussions quickly shifted from technical challenges to broader issues of leadership and strategy. As we sat in conference rooms designed for innovation, it became obvious that we weren’t just there to sharpen our technical skills—we were there to learn how to lead.
I was intrigued. Why would Siemens—a global leader in engineering and technology—place such emphasis on business strategy for engineers? The answer came slowly, like a light dawning through the Manchester mist. Engineers, with our ability to dissect problems, find solutions, and optimize systems, are uniquely positioned to lead businesses through complex challenges. We just haven’t been shown the path.
Engineers as Problem-Solvers: More Than Machines
The training wasn’t just a series of technical lessons; it was an exploration into how the very skills that make us good engineers are the same ones that can make us exceptional business leaders.
Engineers are trained to approach problems systematically. We break down challenges into their smallest components, analyze them, and then build solutions. In business, that same methodical approach is critical. Where others might get lost in the abstract, we bring clarity by identifying the root cause of problems and developing structured plans to solve them.
I remember one particular session led by a former engineer who had transitioned to an executive role. He spoke about how his technical background gave him an edge in the boardroom. “An engineer,” he said, “is trained to ask the right questions before jumping to conclusions. That’s a skill not just for fixing machines—it’s essential for making sound business decisions.”
That struck a chord with me. Engineers are not just technicians—we are thinkers. We are strategic in ways we might not always realize. And that ability to think deeply and act decisively is exactly what businesses need in their leaders.
Data-Driven Leadership: The Engineer’s Edge
As engineers, we’re also obsessed with data. We don’t make guesses or rely on gut feelings—we dive into the numbers, analyze the facts, and make decisions based on hard evidence. In a world where business leaders are often expected to make quick, intuitive decisions, our data-driven approach can be a powerful counterbalance.
At Siemens, I met engineers who had moved into leadership roles and brought with them this data-oriented mindset. They shared stories about how, in meetings, their ability to back decisions with facts and figures had changed the course of strategic conversations. They didn’t just rely on past experiences or instincts—they brought a rigorous, analytical mindset to every decision.
As one of them put it, “Business problems are no different than technical ones. If you gather the right data, you’ll find the solution.”
I couldn’t agree more. Too often, I’ve seen businesses rely on intuition over information. And while intuition has its place, there’s something reassuring about having hard data to guide your choices. As engineers, we bring that level of certainty and structure to the table.
The Power of Systems Thinking
There was one concept that resonated with me more than any other: systems thinking. Engineers are trained to think in systems. We see how each part of a machine interacts with the others, how a small change can ripple through an entire system, creating unexpected results. This mindset is invaluable in business, where companies themselves are complex systems of people, processes, and resources.
One of the Siemens executives spoke about how systems thinking had transformed the way they approached business strategy. Rather than viewing the company in isolated silos—finance over here, operations over there—they began to see how every decision in one area impacted the rest of the company.
It was a revelation. Businesses are no different from the machines we build and fix. They are systems, with interconnected parts that require careful attention and fine-tuning. And engineers, with our ability to think holistically, are naturally suited to lead these systems toward greater efficiency and success.
Humility and Leadership
As the week came to an end, I drove back to Leicester with a new perspective. For the longest time, I’d viewed leadership as something abstract—something that required charisma, boldness, and risk-taking. I hadn’t seen myself in that light. But the truth is, leadership is not about having all the answers or making the flashiest decisions. It’s about having the humility to ask the right questions, to understand the system you’re working in, and to make informed, thoughtful decisions that benefit the whole.
Engineers are inherently humble. We don’t rush into decisions; we test, we question, we analyze. And that’s exactly what businesses need—leaders who are willing to look deeper, to understand the complexities of a situation before acting. Our humility is our strength.
From Circuit Boards to Boardrooms
The more I reflect on that week at Siemens, the more I realize that the road from circuit boards to boardrooms is not as distant as I once thought. Engineers are already equipped with the tools we need to lead businesses. We know how to solve problems, how to analyze data, and how to think in systems. What we need is the confidence to step into those roles and apply our skills to the broader challenges of business strategy.
As I pulled into my driveway, the rain finally letting up, I couldn’t help but smile. I had gone to Siemens expecting to come back with more technical skills. But I returned with something far more valuable—a new understanding of my potential. I now see that engineers don’t just belong in the lab or on the factory floor. We belong in the boardroom, guiding businesses toward innovation, growth, and success.
And if there’s one thing I’ve learned, it’s that the qualities that make us great engineers—our problem-solving skills, our data-driven mindset, our systems thinking—are exactly the qualities that make great leaders. It’s time we embrace that truth.
The road from circuit boards to boardrooms is wide open. It’s time for engineers to walk it.
