It turns out that the former General Manager (GM) of Project and Engineering Services, Fred Odawo, is an Architect and not an engineer. How did it happen that an Architect was allowed to lead an engineering function of Kenya Airports Authority? Is it that Kenya lacked engineers who could lead? No wonder JKIA experienced an extended blackout. Any experienced engineer would have ensured regular electrical audits for the facility they manage in preparation for any eventuality.

Thank you, CS Murkomen, for restoring order and sanity by appointing an engineer (Eng. Samuel Mwochache) to lead what is obviously an engineering function.

In today’s fast-paced and technology-driven world, engineering organizations are at the forefront of innovation and development. These organizations play a vital role in shaping industries, advancing technology, and driving economic growth. To effectively lead and navigate the complexities of such organizations, there’s a compelling case to be made for engineers taking on leadership roles. Engineers possess a unique combination of technical expertise, problem-solving skills, and a deep understanding of the intricacies of engineering processes, making them exceptionally well-suited to lead engineering organizations. Why should engineers be allowed to lead engineering organizations?

  1. Technical Proficiency: Engineers are equipped with a solid foundation of technical knowledge gained through years of education and hands-on experience. This expertise allows them to make informed decisions, evaluate technical challenges, and provide practical solutions. When engineers lead engineering organizations, they can engage directly with their teams, offering insights that facilitate better problem-solving and innovation. This direct involvement leads to more effective communication, collaboration, and decision-making.
  2. Understanding of Engineering Processes: Engineering is a complex and multifaceted discipline with various stages of development, from conception and design to implementation and testing. Engineers are intimately familiar with these processes, enabling them to set realistic timelines, allocate resources efficiently, and ensure seamless coordination between teams. Their experience helps avoid unnecessary bottlenecks, optimize workflows, and enhance the overall efficiency of the organization.
  3. Innovation and Creativity: Engineering is inherently about finding creative solutions to challenges. Engineers have a natural inclination to think outside the box and develop innovative approaches to problems. When engineers take leadership positions, they can foster a culture of innovation within the organization. Their ability to encourage risk-taking, experimentation, and the exploration of new ideas can lead to breakthroughs that drive the organization’s success.
  4. Empathy with Technical Teams: Engineers who rise through the ranks to lead organizations have often walked the same path as their team members. They understand the challenges, demands, and aspirations of their technical staff. This empathy fosters a positive work environment where employees feel understood and supported. Engineers in leadership roles can implement policies that prioritize work-life balance, professional growth, and skill development, resulting in higher job satisfaction and reduced turnover rates.
  5. Effective Communication: One of the most critical skills for any leader is effective communication. Engineers possess the ability to translate complex technical jargon into clear, understandable language for both technical and non-technical stakeholders. This skill is essential for conveying ideas, strategies, and progress updates to clients, executives, investors, and other teams within the organization.
  6. Decision-making based on Data: Engineers are trained to make decisions based on evidence and data. When engineers lead engineering organizations, they are more likely to implement data-driven decision-making processes. This analytical approach leads to more informed choices, reduces the influence of biases, and enhances the organization’s overall performance.
  7. Problem-solving Aptitude: Engineering is about solving problems, and engineers excel at breaking down complex challenges into manageable components. This problem-solving aptitude is a valuable asset for leaders in engineering organizations. Whether it’s overcoming technical hurdles, optimizing resource allocation, or addressing conflicts within teams, engineers can approach these situations with a structured and analytical mindset.

The role of engineering organizations in shaping the future cannot be overstated. As technology continues to evolve, the need for effective leadership within these organizations becomes increasingly important. Engineers, with their unique combination of technical prowess, problem-solving skills, and deep understanding of engineering processes, are ideally positioned to lead such organizations. By leveraging their expertise, engineers can drive innovation, foster collaboration, and ensure that engineering organizations remain at the forefront of progress. Recognizing and promoting engineers into leadership roles will not only benefit the organizations themselves but also contribute significantly to the advancement of industries and society as a whole.