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Maybe I am misreading, but you seem to be contradicting yourself. You say that it isn't a cultural problem, but then describe how what I would call cultural pro
by michaelneale 17y ago
Maybe I am misreading, but you seem to be contradicting yourself. You say that it isn't a cultural problem, but then describe how what I would call cultural problems ! I agree with the gist of your post though - and yes, choosing appropriate technology would help, a lot, but it is a cultural problem preventing it ! (culture of management perhaps?).
- jmatt 17y agoYeah you are right. It reads as a contradiction. I thought of that when I was posting but couldn't reconcile it at the time. Let me clear it up. What I meant was it's possible to implement such a system in the framework of a dow30 type culture. The few times that I've seen it implemented, management supported it. But without someone just taking the initiative and doing it, it doesn't happen. The average newly graduated junior enterprise developer with an average lead enterprise developer probably can't pull it off. So it could be enterprise just has to catch up and they are just not there yet. Maybe that makes it a cultural problem, I'm not sure. No doubt, management has yet to see the light. They want data to show that change in their process and new technology works before they commit. There should be a place for it when management finally realizes it's not a fad but a trend.
- michaelneale 17y agoThe thing is, those companies are not technology companies. They would see such practices as things that software companies would do (and they don't believe the potential savings - as often that is all they are, savings, not new revenue). Consequently, the talent goes to companies that are technology companies, and the cycle continues.