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Here's Why A Quarter Of The World's Best-Performing CEOs Studied Engineering

Jeff and Mackenzie Bezos
Jeff Bezos: Engineer by training, CEO by trade. And he's not the only one. Lucas Jackson/REUTERS

The Harvard Business Review came out with its list of the 100 best-performing CEOs on the planet last week.

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Amazon head Jeff Bezos topped the list.

As we've mentioned before, the exec has grown his company's value to $140 billion in the 20 years the company has been around, and in that time Amazon has brought in a massive 15,189% on industry-adjusted shareholder returns.

But what's also compelling about Bezos is the degree he earned back in his days at Princeton University: a Bachelor of Science in computer science and electrical engineering

Many of his peers on the top-100 list have a similar background. A full 24 of the 100 best-performing CEOs have a Bachelors or Masters degree in engineering.

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That's nearly the same number of people who earned the more traditional merit badge in business — 29 people on the list have MBAs. 

So why would an engineering education be nearly as well represented as an MBA? 

"Studying engineering gives someone a practical, pragmatic orientation," Harvard Business School dean Nitin Nohria told HBR. 

He should know: Nohria got his undergrad degree in chemical engineering at the Indian Institute of Technology in Mumbai. 

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"Engineering is about what works," he continued, "and it breeds in you an ethos of building things that work — whether it's a machine or a structure or an organization."

That much can be seen in the efficiency that Bezos has bred in Amazon, a place with an extreme emphasis on building the most customer-centric product possible, to the point that politeness and other social niceties are famously cast aside

But that's not everything that an engineering degree gives would-be leaders. 

"Engineering also teaches you to try to do things efficiently and eloquently, with reliable outcomes, and with a margin of safety," said Nohria.

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"It makes you think about costs versus performance," he continued. "These are principles that can be deeply important when you think about organizations." 

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