QuoteOriginally posted by: frenchXI have heard some research recently in management saying that "quants role" (in a general term example big data statistical analyst for a online marketing firm, model val for a risk management group in a investment bank or numerical analyst in a mechanical engineering firm) almost never reach the C level. According to the people who claim that the problems are :-problem to make decision when there is little (or even no) data-problem to communicate complicated expertise in simple way-problem to use interpersonnal skills such as networking, conflict management, negociation, etc...-problem with a very low emotionnal intelligence which means that there is an empathy gap between the employees and the employers-problem to project itself in a vision for the future and to build a "leading story" around this vision to motivate employees.These are big generalizations. Many people have made it to CEO roles, either within firms or through starting their own firms, from technical backgrounds A question is whether the increasingly analytical/technical trends in finance, business etc will require C suite types that understand the issues, the limitations, and how to manage it.QuoteOriginally posted by: frenchXThe worst thing which can happen to a quant guy is being micromanaged by a guy without any analytical skills.Concerning "quants" who want to be CEO, it seems that the best way to become a CEO is to become CFO first (according to some statistical studies). When you are CTO (id est R&D boss) you are almost dead for a CEO position according to the same study.CFOs often make it to CEO as they understand the governance and financial management aspects of running a firm. Quants and technical types sometimes trash the qualitative/soft side of business, MBA course work etc, but it's an essential skill set in running a business.
Last edited by dweeb
on September 1st, 2013, 10:00 pm, edited 1 time in total.