Speaking to VietNamNet , Ms. Ha Minh, founder and CEO of Westminster Academy and Mentors14, said that being a CEO is not the "destination" of any academic field, but rather a leadership role honed over time, through challenges, and through self-discipline and improvement during the most uncertain periods.
Therefore, the crucial question is not about choosing the "right field," but about "building" the right competency framework to lead people, operate organizations, and uphold values as pressure increases with the growth of the business or unit.
“In many conversations with students and parents, I often encounter a very common expectation: choosing the right major will lead to the right position and thus open up a predictable path to becoming a CEO. From my perspective, as an educator who has worked in both corporate finance and practical education, I don't believe that being a CEO is a 'profession' exclusive to any particular field. A CEO is a role, and that role requires a sufficiently deep set of competencies to make decisions in the absence of information, lead people under complex emotional conditions, and keep the organization running smoothly in constantly changing circumstances,” Ms. Ha Minh shared.
However, according to Ms. Ha Minh, if viewed realistically and systematically, there are still certain industry sectors that offer a clear advantage when someone enters senior management positions. This advantage doesn't lie in the degree itself, but in the "type of thinking" and "foundational skill set" that the training process can equip them with.
The first group includes economics , management, and finance. Those who study these fields typically have a strong foundation in systems thinking, data analysis, resource management, and risk-based decision-making. In a business environment where balancing growth, cash flow, and sustainability is crucial, this is a significant advantage.
"However, a common weakness of this group is the risk of focusing too much on numbers and lacking depth in human resources, unless they proactively cultivate leadership skills, cultural management, and the art of motivation. An organization doesn't operate solely on spreadsheets, but also on trust, discipline, a sense of psychological security, and consensus," Ms. Ha Minh analyzed.
The second group is engineering, technology, and applied science . Many successful CEOs come from STEM fields because they possess logical thinking, problem-solving skills, and a deep understanding of core products and technologies. When combined with strategic thinking and people management skills, they can lead innovation very effectively because they understand the "machine" that operates from its core.
According to experts, the challenges for this group often lie in their ability to communicate, inspire, and manage culture—competencies that don't naturally develop if learners are only accustomed to working with systems and not with emotions, behaviors, and conflicts of interest.
The third group is the social sciences and humanities, especially education, law, psychology, and international relations. This group is often underestimated when discussing opportunities to become a CEO. "But in my opinion, in the context of increasingly complex organizations, increasingly diverse people, and the increasingly difficult challenge of retaining talent, this group has enormous potential. People from the social sciences and humanities often have the ability to understand people, coordinate interests, design culture, and build consensus—factors that determine the sustainability of an organization. The areas that need improvement are usually financial and operational capabilities, so that vision goes hand in hand with system discipline, and inspiration goes hand in hand with the ability to measure," Ms. Minh shared.
In summary, Ms. Ha Minh believes that your field of study doesn't determine whether you'll become a good CEO. What determines it is your ability to continuously learn and upgrade yourself, your leadership skills (not just job management), your long-term strategic thinking, and your execution discipline. Along with that, you must have a clear set of values to guide the organization through difficult times. "Therefore, instead of worrying about 'what major should I study to become a CEO,' young people should focus on answering the question: 'What skills am I developing to be worthy of leading others?'" Ms. Minh said.
Source: https://vietnamnet.vn/nhung-nganh-hoc-nao-la-chia-khoa-de-tro-thanh-ceo-2472123.html
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