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The product and engineering managers I've had in the past have generally been humble, acting as a touchstone of coordination for the folks on the ground rather
by brundolf 5y ago
The product and engineering managers I've had in the past have generally been humble, acting as a touchstone of coordination for the folks on the ground rather than a controlling force. And the engineering managers have all just been former engineers who decided they preferred doing this kind of facilitation work instead of writing code.
Maybe this isn't the norm?
- jordanbeiber 5y agoMost places buying these process frameworks are enterprise shops where that absolutely is NOT the norm. Wich makes it all a glorious Catch 22. These companies, that rely completely on software, are unable to make the required leadership changes. It’s cultural.
- pjmlp 5y agoI do enterprise consulting for a couple of years, the kind of organisations that buy Oracle or MSDN licenses without thinking twice about it. The best I have seen were mini-silos that managed to de-couple themselves from the org chart. However I also have seen that it hardly lasts more than a couple of years, because as soon as someone noticed the success of the business unit they were re-integrated so that they could teach the reasons for their success to others. You can imagine how well did they usually fare afterwards.
- g051051 5y agoIn my experience, it most definitely is not.