"On my business card, I am a corporate president. In my mind, I am a game developer. But in my heart, I am a gamer."
Satoru Iwata, CEO of Nintendo (2002-2015)
There's been extensive debates on that topic with Boeing. This reflects the Jack Welch school of management, which held that a company’s main purpose was to maximize shareholder value through cost-cutting and stock-based incentives for executives. In this view, the actual business is secondary as the same management methods could apply to any industry.
Over time though, such short-term mindset has revealed its risks. Jack Welch's legacy contributed to GE's eventual decline. Dave Calhoun, former Boeing CEO, was blamed for rushing production at the expense of quality. Such kind of leadership is increasinly criticized as "bean counting", focusing excessively on short-term stock gains at the expense of long-term resilience.
Traditionally, aerospace CEOs were engineers, which makes sense as it's difficult to run such a business without knowing what it takes to manage a development project or ramp up production. A similar pattern can be seen in the digital industry, where many leading CEOs started with at least some programming experience. A company isn't just a profit-making machine, it's a business that needs vision to be moved forward in the long term.