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I don't intentional break things just to create crisis, but I have pushed for change that I know highlights problems and forces us to address them. For example,

I don't intentional break things just to create crisis, but I have pushed for change that I know highlights problems and forces us to address them. For example, after many acquisitions by our company you could still identify the old companies by the insular cultural characteristics of siloed product teams; I pushed very hard to restructure teams and this required learning how to cumminicate and collaborate with new people. Now we've acquired more companies and (while in hindsight I guess I should have seen this coming) I'm learning this is an ongoing challenge that I treated as a one-off project.

milesvp 7y ago
It’s crazy how long mergers and aquisitions can be seen in IT infrastructure. There are always little warts here and there, and if someone was around for it they can say, oh yeah, we had to deal with such and such a team’s way of doing things. And the naming, always you see random names of things that basically no longer exist, but the names live on because some script names some report based on a system that existed 10 years ago. The archeology of IT systems is part of what I liked about supporting legacy systems.