The question of whether to be an expert in your field is an essential condition for directing a business frequently returns to discussions on entrepreneurial leadership. In theory, it seems obvious that a good business manager must master the specificities of his sector to make informed decisions and guarantee the performance of his business. However, reality is much more nuanced. Can we succeed in directing a business without being a technical or sectoral expert? And if so, what are the assets of a leader who does not claim to be an expert?
Technical expertise: an asset, but not an obligation
Being an expert in your field of course presents advantages. An expert manager can easily understand technical issues, assess risks, anticipate market trends and guide his team with solid expertise. In very technical sectors, such as engineering, science or biotechnology, in -depth knowledge of the products or services offered may be necessary to ensure the competitiveness of the company.
However, this technical expertise is not always a sine qua non condition of entrepreneurial success. Several business leaders who have reached impressive levels of success were not an expert in the business of their business when they started. The emblematic example is that of Steve Jobs, co -founder of Apple. Jobs was not a computer engineer, but he was able to create a vision, to federate talents and direct an innovative business thanks to his ability to understand the market and to anticipate the needs of consumers.
This ability to direct without being a technical expert is all the more relevant in fields where the management of innovation, human relations and commercial development are essential. A good leader in these sectors knows how to delegate to his experts while bringing a global strategic vision.
Management: a full -fledged role
Being an expert in an area is certainly an asset, but the real competence of a manager lies above all in his ability to manage the teams and make the right strategic decisions. The management of a company implies a series of skills that go beyond technical knowledge. A manager must know how to motivate his teams, establish priorities, delegate effectively and define a clear vision for his business.
A report by the Institute of the Company, published in 2023, reveals that 62% of French SME managers believe that the management of talents and human resources is the most complex aspect of their role, long before technical or strategic decisions. This emphasizes that human and organizational management is a key success factor, sometimes much more decisive than purely technical expertise.
In addition, the strategic approach and the ability to make informed decisions play a fundamental role. A manager must know how to interpret economic data, anticipate market developments and adapt to emerging trends. To do this, a good sense of business and management skills are often more useful than a purely sectoral expertise.
The complementarity of skills within a management team
One of the great advantages of a business manager who is not a technical expert in his field lies in his ability to surround himself with competent people. An effective leader is able to recruit experts, trust them and create an environment conducive to innovation and collaboration.
The model of the management team, with additional members, makes it possible to compensate for any gaps in the manager in terms of technical expertise. Indeed, a leader who perfectly masters human and organizational challenges can be based on expert employees in technical, financial or commercial fields to make the right decisions. This not only makes it possible to overcome the deficiency in expertise, but also to stimulate creativity and innovation by crossing various points of view.
Startups, in particular, are often examples of this collaboration model. Many of them are launched by managers without direct technical expertise in the product, but who manage to create an environment conducive to the emergence of new ideas. A study by BPI France in 2023 shows that almost 40% of the founders of French startups managed to surround themselves with expert partners to complete their skills and launch their business.
The importance of vision and innovation
The strategic vision of a leader can sometimes be much more decisive than his technical expertise. A visionary entrepreneur knows where he wants to carry out his business, he is able to identify market niches, be ahead of consumers’ needs and to take risks measured to stand out from competition.
Take the example of Richard Branson, the founder of Virgin. Although he was not an expert in all sectors in which Virgin has invested (such as aviation, music, telecommunications), his ability to anticipate the needs of consumers and innovate according to market trends has enabled his group to successfully diversify. His vision and his daring approach allowed him to transform Virgin into a recognized brand, without being a technical expert in each of the sectors he addressed.
In this context, the role of the manager is not to know all the technical details, but to give a clear direction and to guide his team towards innovation and continuous improvement. A study by the University of Paris-Dauphine in 2022 revealed that 55% of the successful companies are led by leaders with a clear vision, even if the latter are not experts in their initial field.
The challenges and limits of the lack of technical expertise
That said, the lack of technical expertise can also present challenges. In certain sectors, a lack of technical mastery can make it difficult to make informed decisions or the management of complex crises. Managers who do not understand the specific challenges of their field may find it difficult to assess risks, anticipate developments or even effectively dialogue with their technical teams.
In addition, a lack of expertise can harm the leader’s credibility, especially with regard to his collaborators. Employees can sometimes find it difficult to accept the management of a business manager who does not master the ins and outs of the sector in which he evolves. However, this situation can be overcome thanks to effective management, a strong sense of listening and a desire to train in the necessary technical bases.
