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If you are a passionate programmer that wants to work with new tools, sexy frameworks, and other passionate developers... ...you should NOT be working in the E

by gacba 16y ago

If you are a passionate programmer that wants to work with new tools, sexy frameworks, and other passionate developers... ...you should NOT be working in the Enterprise. Unfortunately, the nature of the Enterprise will kill much of that because of the 4 reasons laid out above.

lkrubner 16y ago
Still, I wonder how much these limitations could be overcome by good management? Yes, I agree, most enterprises are sluggish and bureaucratic and, yes, there are too many meetings and everything gets decided in a committee and innovative ideas usually get killed by those who are protecting their territory - but isn't all that just a sign of bad management? Isn't it a sign of great management when large organizations mangage to operate as if they are smaller and more nimble than they really are? When it comes to technology, for sure, innovation often gets killed by those whose job it is to support the infrastructure. But wouldn't good management find ways to lessen the stifling effects of legacy systems?
- vog 16y ago
  > ... but isn't all that just a sign of bad management? Using the words of Tom DeMarco, it is first of all a problem with the company's culture and atmosphere. Of course manager can setup structures that encourage or discourage bad behavior, but it's usually impossible for a single manager to change a whole company's culture. However, a good manager can (and should) try to make the best of the situation, that is, establish good communication with other managers and trying in establish a good atmosphere in her/his own division. So maybe it's all in the hands of the founders and the first managers to establish a company structure that can both grow and stay healthy. It remains to be proven whether this is possible or not. Currently, the only method known to be working it to just keep your company at medium size. Except for very few kinds of business, there's absolutely no need to grow beyond a certain size.

by gacba 16y ago

lkrubner 16y ago

Still, I wonder how much these limitations could be overcome by good management? Yes, I agree, most enterprises are sluggish and bureaucratic and, yes, there are too many meetings and everything gets decided in a committee and innovative ideas usually get killed by those who are protecting their territory - but isn't all that just a sign of bad management? Isn't it a sign of great management when large organizations mangage to operate as if they are smaller and more nimble than they really are? When it comes to technology, for sure, innovation often gets killed by those whose job it is to support the infrastructure. But wouldn't good management find ways to lessen the stifling effects of legacy systems?

vog 16y ago
> ... but isn't all that just a sign of bad management? Using the words of Tom DeMarco, it is first of all a problem with the company's culture and atmosphere. Of course manager can setup structures that encourage or discourage bad behavior, but it's usually impossible for a single manager to change a whole company's culture. However, a good manager can (and should) try to make the best of the situation, that is, establish good communication with other managers and trying in establish a good atmosphere in her/his own division. So maybe it's all in the hands of the founders and the first managers to establish a company structure that can both grow and stay healthy. It remains to be proven whether this is possible or not. Currently, the only method known to be working it to just keep your company at medium size. Except for very few kinds of business, there's absolutely no need to grow beyond a certain size.