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Perhaps I just fail to see the stroke of genius in that policy, or it works better in car companies than web publishers, but as CEO I actively fought this kind
by lazyjones 9y ago
Perhaps I just fail to see the stroke of genius in that policy, or it works better in car companies than web publishers, but as CEO I actively fought this kind of communication wherever it proved harmful.
For example, the sales & marketing department got in touch with the IT and content departments directly on occasion in order to circumvent strict policies on usability and fairness vs. paying clients (i.e. they wanted special treatment for some customers when they bought expensive ads). Also, the IT folks complained that they couldn't keep their schedules because other departments kept asking for small favours that delayed their projects.
Sure, you can always fire the people responsible for harming the company this way and hope everyone always shares exactly the same goals and values, but it doesn't seem very practical to me when there are (naturally) slightly conflicting interests within the company.
- DenisM 9y agoAt this point you are using policies and procedures to fix misalignment of goals. Seems like something has gone wrong way earlier? I am trying to keep sales and support directly plugged into engineering, with latter being responsible for establishing, policing, and communicating proper scope. It educates sales of what's possible, but also educates engineering of the real-world impact of their action and inaction. We're a still a small company though, I don't know if I can keep it that way.