It's part of what separates "founder" from "executive" in my mind. Most good execs I know understand market fundamentals due to either eduction or solid experience, it's what is taught in HBS, Columbia, etc. Most founders know it from gut, they can just see change and they run at it, but it's part of the shift from founder to executive, you have to operationalize it for a business to be sustainable. Because you are competing against luck (Clay Christensen), you are inevitability foundational relying on solid vision, but because business is extremely complicated and hard to nail most businesses bleed out to find death by a 1000 paper cuts. Friend of mine has a linkedin profile you might find interesting: https://www.linkedin.com/in/agnazem/details/experience/
I'll also add, there are a lot of managers out there fancying themself in leadership, and lots of leaders who fancy themselves managers, this thinking that there is an ability to co-mingle, is generally incorrect.
(I teach business for a living, this stuff is a lot of what I teach new founders how to understand.)
Indeed, and probably why Steve got fired and had to take timeout. I break down some more nuance of it here if you're curious: https://b.h4x.zip/inventors/
I'll also add, there are a lot of managers out there fancying themself in leadership, and lots of leaders who fancy themselves managers, this thinking that there is an ability to co-mingle, is generally incorrect.
(I teach business for a living, this stuff is a lot of what I teach new founders how to understand.)