Whilst there may be some skills that are more or less generic in the management of large organisations – presumably the kinds of skills that are taught on MBA schemes around the world – we can also ask if managers do better if they understand particularities of the business they are in charge of. Intuitively it seems reasonable to suggest that the manager of a newspaper should know something about how a journalist works or that a manager of a car factory should know something about how a Production-line works. Whilst this kind of thinking is formally included in many training schemes, the idea of interactional expertise allows us to ask about the kind of experience that is needed in order for managers who lack the embodied experience of writing copy or working on a production line to understand what this is like for those that do fulfil these roles. One implication of interactional expertise is that direct experience – working one’s way up through the ranks – may be less important than previously thought even though lots of interaction with those who do these tasks could still be important. Certainly in the management of large science projects, managers will work hard to acquire interactional expertise quickly.