4 ms·
> encouraging a culture of yes-reports I get the impression that most large corps are of this culture at this point
by dheera 2y ago
> encouraging a culture of yes-reports
I get the impression that most large corps are of this culture at this point
- StressedDev 2y agoNope - Well run companies want to know the truth, expect mistakes, and want people to learn from them. In most of the teams I have been on, being a yes person is no t rewarded because yes people cannot deliver.
- Log_out_ 2y agoThey deliver pressure, crunch and obedience. There are no well run companies. The defunct is part of the process as a load bearing pillar.
- mewpmewp2 2y agoWhat is the size of your company?
- orwin 2y agoMine has 1.2k people and is the same. Very unionized, it's the IT part of a big energy company.
- rezonant 2y agoMost large companies aren't particularly well run.
- itsoktocry 2y ago>Most large companies aren't particularly well run. What does it mean to be "well run" if our largest and most successful companies are not that?
- marcosdumay 2y agoWell, I'd suggest you start by reviewing your idea of "success" and how companies achieve it.
- Jensson 2y agoThey were well run when they were small, then as they grew large they could live on just being large and dominant and started to accrue organizational debt like this. After a couple of decades almost no company is particularly well run, they grow until they are no longer well run or until they captured the entire market.
- ChrisMarshallNY 2y agoEven small ones. I have run into many people that work for companies, where vendor relationships are based on That Guy With the Really Good Coke at Burning Man, or, in more staid organizations, That Guy With the Prada Pimp Suit at the Country Club. Many times, the higher-level managers are working on a culture, where they are The Big Decision-Makers, With A True Knowledge of The Big Picture, and everyone else is an interchangeable peon. This is usually reinforced by their peers, and the culture is embedded like a tick. Pretty much impossible to dislodge, without damaging the entire company.
- itsoktocry 2y ago>I have run into many people that work for companies, where vendor relationships are based on That Guy With the Really Good Coke at Burning Man This is the cynical view, but you're right. But why does this surprise developers? The more optimistic view is: people want to work with people they like. I want to work with people I like. There's a trope in the tech world of the ornery IT guy that everyone tolerates because he's smart. Well, a lot of times these people aren't as smart as they think they are, and will be the first to be replaced when it's possible. Life is too short to work with these kinds of people.
- ChrisMarshallNY 2y agoI believe in teams. I was a manager, for many years, and having a strong, healthy team was of paramount importance. My team was pretty damn good. Almost everyone in it had decades of software development experience, but it was also difficult to manage. I had to deal with every member, individually, and had to sometimes be Bad Cop, but it worked. When I interviewed candidates, I don't think I ever made a technical mistake, but I did hire people that broke the team, and they didn't last. Teams are how we do big stuff. Individuals can be extremely productive, but there's an upper limit to how much they can do. If you can get a good team working, there's really no limit.
- yw3410 2y agoCould you elaborate what you mean when you say they broke the team?