3 ms·
The core issues of such daughter concerns is that, despite being a separate thing, a lot of "leadership" people from core management are shipped to run the sepa
by n_ary 2y ago
The core issues of such daughter concerns is that, despite being a separate thing, a lot of "leadership" people from core management are shipped to run the separate thing.
These leadership people carry over the whole process and cultural mess into the new place while claiming to be "startup culture". Secondly, one major issue that frequently occurs but goes unnoticed is that, the pay is abysmal.
Basically, the leadership expect to hire talents for the same pay(or sometimes less) of what is paid in core group but forget that core group gets plenty other benefits(union benefits are immense things, educational budgets, pursue some other stuff for a while and then come back anytime to take up where you left off, family benefits, discounts, profit sharing etc.) and get confused when people obviously don't want to work for that kind of pay minus all the benefits.
So eventually, they hire a lot of expensive consultants, who create lot of busywork to induce artificial lack of manpower to hire more of them. Eventually, a lot of budget is spent, only thing left to show are a lot of irrelevant proof of concepts. Then core group finance people comes asking for massive budget cuts, when all of these consultants leave(with any domain knowledge) and suddenly a small firefighter internal people have to start cleaning up the mess and work long hours. Thanks to good social benefits, most people internally get frustrated due to such bad conditions and leave and then eventually the company folds.
Sadly, it is mostly a repeat playbook of big names and I have seen it happen three times already. I don't blame the consultant firms as it is not their fault to make as much billing as possible because they know there will be budget cut anytime. I don't blame internal people leaving because, they are never paid fairly, subjected to very bad conditions and they are free to leave and care about their wellbeing.
- sveme 2y agoLeadership at Cariad also seems to have a background in mechanical engineering, so those processes translate. You need people with hands-on software engineering experience to create a new culture that works for software development.
- n_ary 2y agoAm not sure about Cariad leadership, but the three failed projects I have been part of, the leadership was adequately technical(some mechanical, some aeronautical, some electrical, some material and many other, but they had been removed from the ground for so long that they mostly forgot how the actual engineering works and start hiring expensive consultant-management to insulate themselves from all liabilities of dealing with the actual people. I kid you not, one of the failed project had only 1/7th of actual engineers building the software(and partially hardware), 4/7th were mostly leadership and management and rest 2/7th mostly HR, finance, regulation, legal, supply chain etc. And out of that 1/7th, only 10% were inhouse engineers, rest were expensive rented consultants, who were mostly busy doing politics. The other two were slightly healthy ratio but managed to burn out the hardworking people by not understanding the actual requirements and introducing 200 steps of red-tape on everything.