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Yes, I agree, there is a continuum there. It is easy to judge from afar, but it is much more insightful to see what people do in real situations with real resou
by xpe 4y ago
Yes, I agree, there is a continuum there. It is easy to judge from afar, but it is much more insightful to see what people do in real situations with real resource constraints and complicated human beings trying to succeed -- and not always with the same definitions of success.
For example, for many engineers, what they (a) can learn and (b) be proud of while building a product is a big part of success.
For some CEOs, engineer satisfaction is only a secondary or tertiary goal -- their business success crowds out most other things. This is complex; sometimes this drive is what helps a business succeed; sometimes this is why people get treated poorly or ethics go out the window.
- Joel_Mckay 4y ago"what people do in real situations with real resource constraints" As this is mostly on-topic for the parent thread... I can respond... When faced with a painful product launch/schedule, as management messed up resource budgets etc... there are a few actions one can usually take: 1. ignore the issue, accept a 60% probability of failure risk, and naively hope management is replaced 2. adjust current project scope, follow MVP rules, and defer features for v2 3. cull the project, and eject unprofitable/unhelpful members from the team 4. Leave the company before the shite hits the fan Note, compromising workmanship is not on the list, as a business "Brand" is often more important than non-stakeholder opinions of intangible asset valuation.