I don't agree with your first line. If a manager knows what a good product looks like but not how to make it, he cannot manage its development. The same is trivially true of business things as well. We all know that good sales are high sales with low numbers of customer complaints. How does one manage a salesforce to achieve this?
If the salespeople say that the customers don't want what we sell, are the product managers to blame? Or are the salespeople not very good at their jobs and clinging to the false objections raised by prospective customers?
A sales manager must a decent understanding of sales to manage sales. A development manager must have a decent understanding of development to manage development.
An entrepreneur in a software-centric company had better have a decent understanding of several different things to succeed. It is not enough to say, "I know good software when I see it," IMO.
It was a tongue-in-cheek way of pointing out that an entrepreneur needs to be able to wear all hats. Business students like to think that it's 95% business and 5% development. Developers like to think that it's 95% developers and 5% business. Obviously neither is right.
If the salespeople say that the customers don't want what we sell, are the product managers to blame? Or are the salespeople not very good at their jobs and clinging to the false objections raised by prospective customers?
A sales manager must a decent understanding of sales to manage sales. A development manager must have a decent understanding of development to manage development.
An entrepreneur in a software-centric company had better have a decent understanding of several different things to succeed. It is not enough to say, "I know good software when I see it," IMO.