7 ms·

It all feels like theatre. Been working in many companies in “war mode” and they all think that in order to become profitable (none of them were) you need to pu

by dakiol 2y ago

It all feels like theatre. Been working in many companies in “war mode” and they all think that in order to become profitable (none of them were) you need to push the most “important” features out of the door asap, otherwise your competitors will eat you alive. It’s a lie. Executives and VPs and all those folks that earn 5x what a normal engineer earns, don’t really care about the company they work for. All they care about is to keep receiving the big pay checks until the ship sinks. Obviously you cannot just mandate “normal mode”, otherwise it wouldn’t look as if everyone is doing their best to keep the company afloat. I hope in 10 years or so, we’ll see “wartime software engineering” with the same eyes we see today Agile and Scrum masters: snake oil.

imetatroll 2y ago
Where do you work that you get to avoid agile, scrum, and war mode? I'm jealous. Then again I've always just been stuck working for startups my entire career. I have a family and desperately need something more stable.
- Aeolun 2y ago
  Are BigCos any more stable in the US? At least in a startup they probably actually need you because you already know their system. Overseas BigCo means permanent contracts and being very hard to let go, but that doesn’t seem to be the case in the US (e.g. Elon Musk Twitter).
  - mlhpdx 2y ago
    Jobs at big companies are less stable and end with less notice than at small ones, at least in my experience. In a small company, particularly one with engaged and transparent leadership, everyone knows what’s working and what isn’t and about how long the latter can be endured. At a large company the vast majority of jobs are susceptible to the whims and whispers of a few (who likely aren’t engaged and feel they can’t be transparent). Obviously this is just one person’s opinion.
  - ThrowawayR2 2y ago
    IBM didn't have it's first round of major layoffs until the 1990s, Google and Microsoft didn't have their first major layoffs until 2008-2009, Facebook/Meta didn't have its first major layoffs until 2022, etc. Even then, only a fraction of their employees were affected. People can last quite a long time at such places with a little luck.
    - ghaff 2y ago
      You can be in the wrong place at the wrong time anywhere--but, yeah, generally speaking given reasonable competence, you can ride a reasonable, if not spectacular, gravy train at most large organizations for a long time. Maybe that's not your thing--which is fine--but it's probably the case at a lot of large companies.
    - paulryanrogers 2y ago
      Stack ranking may push you out long before a major layoff
      - mangamadaiyan 2y ago
        Don't know why you're getting downvotes, this is indeed a fact. (Edit: you don't have to be a bad performer to get shunted out by stack ranking. In a rotten enough organization, it is possible for a manager to write a performance review that acknowledges every goal that you've met, and still gives you a bad rating for any old excuse)
  - closeparen 2y ago
    BigCo is less likely to give a sense of desperation in day-to-day work, but a layoff or forced stack-ranking can still fall out of the clear blue sky due to executive machinations.
  - __loam 2y ago
    Twitter is exceptional in the exception sense.
- bongodongobob 2y ago
  Literally anywhere that isn't a startup.
  - ang_cire 2y ago
    nah, I work at a Fortune 100 company right now that is in "War Mode"
    - b_t_s 2y ago
      yea things are crazy now. We're in war mode but nobody knows why. We've been reliably profitable for a decade. And yet we're doing super high risk cost reduction projects that have significant risk of burning down the entire business and have already destroyed what used to be a very skilled and mature engineering team. I get the impression that's a fairly typical story now.
      - zbentley 2y ago
        Have private equity types been seen entering the building?
        ang_cire 2y ago
        The executives would never deign to enter the offices that house our unwashed technical worker selves.
- ShufflerL 2y ago
  Just sharing my own experience..I used to work for start-ups and now I am working for a seemingly boring, profitable company that is not venture funded. By boring I meant there is not alot of media news about them. They just bunker down and do the work. There's way less craziness - more focused, mature approach towards problems.
  - __loam 2y ago
    How do I find jobs like that?
    - ShufflerL 2y ago
      These companies do the regular stuff such as advertising via the usual channels- job boards and LinkedIn. And sometimes with recruiters - not those fancy ones who recruit for start-ups.
joshuanapoli 2y ago
There are definitely critical times where the engineering team can make a big swing in the success of their larger organization. I think that these intense periods naturally invite excitement. Going back to "normal" at the end of such a period is actually pretty hard; the work may not seem as important to the team, yet we have to rebuild some types of quality that were lost during the intense period.
- InDubioProRubio 2y ago
  These pivot-points are usually in luls after the storm, when the doomed project has no active-vampireempire on lead due to massive sinking ship jumps but there are suddenly fundings available due to being bought and sold. Thats the moment you get a chance to re-engineer or develop new capabilities - the moment when the MBA outer bark layer holding us all back cracks and gives. The above is mostly about times when all conversations start with "for the procto-cull: I was against this and that" and lots of ass covering.
vishalontheline 2y ago
There is such a thing as a first mover advantage, as long as one doesn't focus on competitors as much as unserved / underserved customers. Pretty often people that heavily emphasize the competition and push arbitrary timelines have taken shortcuts, or at least aren't being transparent enough to satisfy the team. They may also just be competitive by nature and insecure due to a lack of experience, and bad at communicating - also, due to a lack of experience. Agile / Scrum: people quickly realized that they had to give up control in order to be agile. It's possible to do Agile and to structure a waterfall software project into smaller chunks that feel agile, but you need PM's who know how to do that, and they need to show their work to the team in order to get buy-in. It's too bad the jargon got abused to the point of garnering resentment.
- actionfromafar 2y ago
  At least it's a formalized way to plan and communicate using common terminology. Even this lowest common denominator is worth something. It doesn't have to be great to have some value. I have a hunch Agile can amplify both good a bad company culture.
nrr 2y ago
I'll push back in defense of Scrum, but it probably bears a little explanation because my conceptualization of that framework is very likely a lot different from yours. (As something of a bonus: I'll bring in the military given the whole "wartime" trope.) In particular, Scrum is only there to establish rituals that enable empiricism in decision making. A sprint is a reporting period to keep the team from spending too much time in the weeds. A standup is there to keep the team working together. The andon cord (which is often missing I find) is there when the facts have changed so utterly profoundly that everyone needs to regroup. Anyone who's been through RTC ("boot camp"), and even some who haven't but have lived vicariously through others, understand that being constantly yelled at by RDCs ("drill instructors") on how you make your racks and fold your clothes is all about building certain habits and only tenuously related to what you'll be doing after A-school. It all has more to do with building trust that the rest of the folks in your ship will help carry you when the going gets tough. Scrum, at its core, is kinda like that. I really dislike the term "Scrum Master." They're a team captain. The more military-minded might be keener to use "gunnery sergeant" or "chief petty officer:" they're just the most senior person in the rating group^W^W^W^Won the team. (Though, I'd probably take more inspiration from the Marines than the Navy here: a culture of servant leadership seems to bring out the best in people.) The most popular implementations of Scrum tend to come with a ridiculous amount of meeting and tool baggage, and it's so unnecessary. Use Excel. Hold your standups at the close of the day so people can go home. Write your product backlog items in delivery order so that sprint planning is less about sitting in one room playing poker and more about just getting valuable shit done. That said, what isn't unnecessary, however, is kneecapping command a little: the engineering officer of the watch has comparatively little understanding of the actual operation of the machine. They just know that they want operational excellence. However, that excellence also sometimes comes with the watch supervisor—a subordinate—publicly calling out mistakes that the watch officer makes.
- tbrownaw 2y ago
  > I really dislike the term "Scrum Master." They're a team captain. Originally that term was supposed to be a temporary role that someone (rotated each time) would take on during a scrum meeting, and referred to them being charged with keeping the meeting on track.
ransom1538 2y ago
If you don't know what a 5 month run way feels like, you haven't experienced life. It really helps you understand what is important to projects and wtf isn't.
ern 2y ago
I really don't understand the hate for Agile. Adaptation, empiricism, iteration self-managed teams etc...what's not to like? I'm currently involved with two programs run by project managers who probably haven't written code for 30 years (if ever), and it's a nightmare.
- bazoom42 2y ago
  Agile is great. The problem is “agile methodologies” like Scrum which create lots of overhead and ceremony. I have seen Scrum work well but it is the exception.
- p_l 2y ago
  If that was what actually happened when corpos say "agile"...
- pjc50 2y ago
  The failure mode of Agile is when the company says "we're going agile" but refuses to adapt or let the team manage itself, as well as having a fixed deadline, scope and budget which have been decided outside the team. In other words, you still have the clueless project managers, but you have to cosplay "agile" within that.
  - robertlagrant 2y ago
    But that's the failure mode of anything. Why is Agile uniquely (and very consistently) blamed for management failures?
    - tsukikage 2y ago
      Because, consistently, management doubling down on failure is preceded/foreshadowed/accompanied by a full on theatrical performance of "we're going Agile". I have no explanation for why /that/ is, mind; except - well, look at the result: the blame and hatred is aimed at Agile and its priests, not at management. Cui bono?
- InDubioProRubio 2y ago
screye 2y ago
It's easy to validate the veracity of 'War mode'. If survival hinges on a critical deliverable, then the promised reward must be in line with the stakes. You can't have an employer offering a 20% bonus for keeping them alive. It's an insultingly low payoff or the crisis was a lie. There is definitely such a thing as wartime software engineering. But such moments offer a clear path to millions of dollars or generational glory. Otherwise, you're being fed koolaid.
- advael 2y ago
  Or you know, sometimes your boss just lies to you, you do the crunch time, then when you save their asses you get laid off because that's cheaper than the raises or bonuses and you're prolly burnt out anyway so you won't be that productive again for months At will employment, baby
- everdrive 2y ago
  >You can't have an employer offering a 20% bonus for keeping them alive. It's an insultingly low payoff or the crisis was a lie. I've told my direct reports something similar. "Don't stress out about this. If it were a real problem, someone would have noticed 3 months ago when it broke / was never completed before [employee] left." Most of these crises are painfully fake.
  - throwway120385 2y ago
    I also often say "this is the scope right now but we can cut portions of this if we need more time. These are the critical elements that we need before the deadline. But the rest of this stuff is us using this opportunity to not ship a pile of garbage we can't support. If we have to do that, we'll fix it as soon as the deadline passes." But also I actually have the mandate to do that.
  - mewpmewp2 2y ago
    The crisis is orchestrated around someone in the middle layer who thinks they get fired if they don't deliver anything this quarter.
  - 2y ago
aorloff 2y ago
This is all BS baloney theater crap. A real engineering manager, when the execs say "Its Wartime" says "Wonderful, is everyone on the c-suite taking on call rotations so the engineers can focus or just the CEO and CTO ?"
koonsolo 2y ago
I really don't understand the hate for Agile, so let's make it concrete: which things to you not like about the Agile manifesto? 1. Value individuals and interactions over processes and tools 2. Value working software over comprehensive documentation 3. Value customer collaboration over contract negotiation 4. Value responding to change over following a plan And then there are the 12 principles: 1. Customer satisfaction by early and continuous delivery of valuable software. 2. Welcome changing requirements, even in late development. 3. Deliver working software frequently (weeks rather than months). 4. Close, daily cooperation between business people and developers. 5. Projects are built around motivated individuals, who should be trusted. 6. Face-to-face conversation is the best form of communication (co-location). 7. Working software is the primary measure of progress. 8. Sustainable development, able to maintain a constant pace. 9. Continuous attention to technical excellence and good design. 10, Simplicity—the art of maximizing the amount of work not done—is essential. 11. Best architectures, requirements, and designs emerge from self-organizing teams. 12. Regularly, the team reflects on how to become more effective, and adjusts accordingly. So in total 16 points to cirisize! For everyone who hates Agile so much, please make it concrete.
- 0xbadcafebee 2y ago
  Can you provide me an actual way to practice these things? Like, specific, exacting ways to execute each of these? Or any of these? Because they don't make any sense. "Value individuals and interactions over processes and tools". So, rather than put an update in a Jira ticket, DM it to a single person in Slack? "Value working software over comprehensive documentation". So, never write documentation? And how do you define "working" software? What about features in development? (etc) "Value customer collaboration over contract negotiation". Lol. I have never talked to a customer, in my entire career. I have also only heard about contracts, and usually they are ridiculous. I guess this is supposed to be different... but kinda hard to make it different if you aren't allowed to get close to a customer or a contract negotiation. (Why the fuck is this in an engineering guideline?? Do you find a lot of developers doing contract negotiation?) > Value responding to change over following a plan ?????????? Does anyone know what the fuck this means? .... The rest of the "12 principles" are equally stupid and nonsensical. They only "seem right" if you don't think about them for more than 5 seconds, and you live in some kind of fantasy world. It is absolute bullshit, completely disconnected from reality. (But boy do executives love to eat this shit up, because they will never have to figure out how to implement it)
winternett 2y ago
A lot of this model is due to the churn of VC companies toxic entry into overtaking and consuming companies... They often force out old company leadership, create & impose hostile policies and requirements on employees the make them leave so that operations will be left as bare-bones and over-stressed operations that just serve to feed investor profits... Our current IT ecosystem, especially in the contracting world is run mostly by finance experts rather than tech visionaries, and it's showing in the outcomes, this is why we don't see truly disruptive inventions like Twitter and iPhones anymore... And why monthly subscriptions are swooping their way into everything, even basic tools like calculator apps, and car starters and seat heating... Foolishness & Insanity.

by dakiol 2y ago

imetatroll 2y ago

Where do you work that you get to avoid agile, scrum, and war mode? I'm jealous. Then again I've always just been stuck working for startups my entire career. I have a family and desperately need something more stable.

Aeolun 2y ago
Are BigCos any more stable in the US? At least in a startup they probably actually need you because you already know their system. Overseas BigCo means permanent contracts and being very hard to let go, but that doesn’t seem to be the case in the US (e.g. Elon Musk Twitter).
- mlhpdx 2y ago
  Jobs at big companies are less stable and end with less notice than at small ones, at least in my experience. In a small company, particularly one with engaged and transparent leadership, everyone knows what’s working and what isn’t and about how long the latter can be endured. At a large company the vast majority of jobs are susceptible to the whims and whispers of a few (who likely aren’t engaged and feel they can’t be transparent). Obviously this is just one person’s opinion.
- ThrowawayR2 2y ago
  IBM didn't have it's first round of major layoffs until the 1990s, Google and Microsoft didn't have their first major layoffs until 2008-2009, Facebook/Meta didn't have its first major layoffs until 2022, etc. Even then, only a fraction of their employees were affected. People can last quite a long time at such places with a little luck.
  - ghaff 2y ago
    You can be in the wrong place at the wrong time anywhere--but, yeah, generally speaking given reasonable competence, you can ride a reasonable, if not spectacular, gravy train at most large organizations for a long time. Maybe that's not your thing--which is fine--but it's probably the case at a lot of large companies.
  - paulryanrogers 2y ago
    Stack ranking may push you out long before a major layoff
    - mangamadaiyan 2y ago
      Don't know why you're getting downvotes, this is indeed a fact. (Edit: you don't have to be a bad performer to get shunted out by stack ranking. In a rotten enough organization, it is possible for a manager to write a performance review that acknowledges every goal that you've met, and still gives you a bad rating for any old excuse)
- closeparen 2y ago
  BigCo is less likely to give a sense of desperation in day-to-day work, but a layoff or forced stack-ranking can still fall out of the clear blue sky due to executive machinations.
- __loam 2y ago
  Twitter is exceptional in the exception sense.
bongodongobob 2y ago
Literally anywhere that isn't a startup.
- ang_cire 2y ago
  nah, I work at a Fortune 100 company right now that is in "War Mode"
  - b_t_s 2y ago
    yea things are crazy now. We're in war mode but nobody knows why. We've been reliably profitable for a decade. And yet we're doing super high risk cost reduction projects that have significant risk of burning down the entire business and have already destroyed what used to be a very skilled and mature engineering team. I get the impression that's a fairly typical story now.
    - zbentley 2y ago
      Have private equity types been seen entering the building?
      - ang_cire 2y ago
        The executives would never deign to enter the offices that house our unwashed technical worker selves.
ShufflerL 2y ago
Just sharing my own experience..I used to work for start-ups and now I am working for a seemingly boring, profitable company that is not venture funded. By boring I meant there is not alot of media news about them. They just bunker down and do the work. There's way less craziness - more focused, mature approach towards problems.
- __loam 2y ago
  How do I find jobs like that?
  - ShufflerL 2y ago
    These companies do the regular stuff such as advertising via the usual channels- job boards and LinkedIn. And sometimes with recruiters - not those fancy ones who recruit for start-ups.

joshuanapoli 2y ago

There are definitely critical times where the engineering team can make a big swing in the success of their larger organization. I think that these intense periods naturally invite excitement. Going back to "normal" at the end of such a period is actually pretty hard; the work may not seem as important to the team, yet we have to rebuild some types of quality that were lost during the intense period.

InDubioProRubio 2y ago
These pivot-points are usually in luls after the storm, when the doomed project has no active-vampireempire on lead due to massive sinking ship jumps but there are suddenly fundings available due to being bought and sold. Thats the moment you get a chance to re-engineer or develop new capabilities - the moment when the MBA outer bark layer holding us all back cracks and gives. The above is mostly about times when all conversations start with "for the procto-cull: I was against this and that" and lots of ass covering.

vishalontheline 2y ago

There is such a thing as a first mover advantage, as long as one doesn't focus on competitors as much as unserved / underserved customers. Pretty often people that heavily emphasize the competition and push arbitrary timelines have taken shortcuts, or at least aren't being transparent enough to satisfy the team. They may also just be competitive by nature and insecure due to a lack of experience, and bad at communicating - also, due to a lack of experience. Agile / Scrum: people quickly realized that they had to give up control in order to be agile. It's possible to do Agile and to structure a waterfall software project into smaller chunks that feel agile, but you need PM's who know how to do that, and they need to show their work to the team in order to get buy-in. It's too bad the jargon got abused to the point of garnering resentment.

actionfromafar 2y ago
At least it's a formalized way to plan and communicate using common terminology. Even this lowest common denominator is worth something. It doesn't have to be great to have some value. I have a hunch Agile can amplify both good a bad company culture.

nrr 2y ago

I'll push back in defense of Scrum, but it probably bears a little explanation because my conceptualization of that framework is very likely a lot different from yours. (As something of a bonus: I'll bring in the military given the whole "wartime" trope.) In particular, Scrum is only there to establish rituals that enable empiricism in decision making. A sprint is a reporting period to keep the team from spending too much time in the weeds. A standup is there to keep the team working together. The andon cord (which is often missing I find) is there when the facts have changed so utterly profoundly that everyone needs to regroup. Anyone who's been through RTC ("boot camp"), and even some who haven't but have lived vicariously through others, understand that being constantly yelled at by RDCs ("drill instructors") on how you make your racks and fold your clothes is all about building certain habits and only tenuously related to what you'll be doing after A-school. It all has more to do with building trust that the rest of the folks in your ship will help carry you when the going gets tough. Scrum, at its core, is kinda like that. I really dislike the term "Scrum Master." They're a team captain. The more military-minded might be keener to use "gunnery sergeant" or "chief petty officer:" they're just the most senior person in the rating group^W^W^W^Won the team. (Though, I'd probably take more inspiration from the Marines than the Navy here: a culture of servant leadership seems to bring out the best in people.) The most popular implementations of Scrum tend to come with a ridiculous amount of meeting and tool baggage, and it's so unnecessary. Use Excel. Hold your standups at the close of the day so people can go home. Write your product backlog items in delivery order so that sprint planning is less about sitting in one room playing poker and more about just getting valuable shit done. That said, what isn't unnecessary, however, is kneecapping command a little: the engineering officer of the watch has comparatively little understanding of the actual operation of the machine. They just know that they want operational excellence. However, that excellence also sometimes comes with the watch supervisor—a subordinate—publicly calling out mistakes that the watch officer makes.

tbrownaw 2y ago
> I really dislike the term "Scrum Master." They're a team captain. Originally that term was supposed to be a temporary role that someone (rotated each time) would take on during a scrum meeting, and referred to them being charged with keeping the meeting on track.

ransom1538 2y ago

If you don't know what a 5 month run way feels like, you haven't experienced life. It really helps you understand what is important to projects and wtf isn't.

ern 2y ago

I really don't understand the hate for Agile. Adaptation, empiricism, iteration self-managed teams etc...what's not to like? I'm currently involved with two programs run by project managers who probably haven't written code for 30 years (if ever), and it's a nightmare.

bazoom42 2y ago
Agile is great. The problem is “agile methodologies” like Scrum which create lots of overhead and ceremony. I have seen Scrum work well but it is the exception.
p_l 2y ago
If that was what actually happened when corpos say "agile"...
pjc50 2y ago
The failure mode of Agile is when the company says "we're going agile" but refuses to adapt or let the team manage itself, as well as having a fixed deadline, scope and budget which have been decided outside the team. In other words, you still have the clueless project managers, but you have to cosplay "agile" within that.
- robertlagrant 2y ago
  But that's the failure mode of anything. Why is Agile uniquely (and very consistently) blamed for management failures?
  - tsukikage 2y ago
    Because, consistently, management doubling down on failure is preceded/foreshadowed/accompanied by a full on theatrical performance of "we're going Agile". I have no explanation for why /that/ is, mind; except - well, look at the result: the blame and hatred is aimed at Agile and its priests, not at management. Cui bono?
InDubioProRubio 2y ago

screye 2y ago

It's easy to validate the veracity of 'War mode'. If survival hinges on a critical deliverable, then the promised reward must be in line with the stakes. You can't have an employer offering a 20% bonus for keeping them alive. It's an insultingly low payoff or the crisis was a lie. There is definitely such a thing as wartime software engineering. But such moments offer a clear path to millions of dollars or generational glory. Otherwise, you're being fed koolaid.

advael 2y ago
Or you know, sometimes your boss just lies to you, you do the crunch time, then when you save their asses you get laid off because that's cheaper than the raises or bonuses and you're prolly burnt out anyway so you won't be that productive again for months At will employment, baby
everdrive 2y ago
>You can't have an employer offering a 20% bonus for keeping them alive. It's an insultingly low payoff or the crisis was a lie. I've told my direct reports something similar. "Don't stress out about this. If it were a real problem, someone would have noticed 3 months ago when it broke / was never completed before [employee] left." Most of these crises are painfully fake.
- throwway120385 2y ago
  I also often say "this is the scope right now but we can cut portions of this if we need more time. These are the critical elements that we need before the deadline. But the rest of this stuff is us using this opportunity to not ship a pile of garbage we can't support. If we have to do that, we'll fix it as soon as the deadline passes." But also I actually have the mandate to do that.
- mewpmewp2 2y ago
  The crisis is orchestrated around someone in the middle layer who thinks they get fired if they don't deliver anything this quarter.
- 2y ago

aorloff 2y ago

This is all BS baloney theater crap. A real engineering manager, when the execs say "Its Wartime" says "Wonderful, is everyone on the c-suite taking on call rotations so the engineers can focus or just the CEO and CTO ?"

koonsolo 2y ago

I really don't understand the hate for Agile, so let's make it concrete: which things to you not like about the Agile manifesto? 1. Value individuals and interactions over processes and tools 2. Value working software over comprehensive documentation 3. Value customer collaboration over contract negotiation 4. Value responding to change over following a plan And then there are the 12 principles: 1. Customer satisfaction by early and continuous delivery of valuable software. 2. Welcome changing requirements, even in late development. 3. Deliver working software frequently (weeks rather than months). 4. Close, daily cooperation between business people and developers. 5. Projects are built around motivated individuals, who should be trusted. 6. Face-to-face conversation is the best form of communication (co-location). 7. Working software is the primary measure of progress. 8. Sustainable development, able to maintain a constant pace. 9. Continuous attention to technical excellence and good design. 10, Simplicity—the art of maximizing the amount of work not done—is essential. 11. Best architectures, requirements, and designs emerge from self-organizing teams. 12. Regularly, the team reflects on how to become more effective, and adjusts accordingly. So in total 16 points to cirisize! For everyone who hates Agile so much, please make it concrete.

0xbadcafebee 2y ago
Can you provide me an actual way to practice these things? Like, specific, exacting ways to execute each of these? Or any of these? Because they don't make any sense. "Value individuals and interactions over processes and tools". So, rather than put an update in a Jira ticket, DM it to a single person in Slack? "Value working software over comprehensive documentation". So, never write documentation? And how do you define "working" software? What about features in development? (etc) "Value customer collaboration over contract negotiation". Lol. I have never talked to a customer, in my entire career. I have also only heard about contracts, and usually they are ridiculous. I guess this is supposed to be different... but kinda hard to make it different if you aren't allowed to get close to a customer or a contract negotiation. (Why the fuck is this in an engineering guideline?? Do you find a lot of developers doing contract negotiation?) > Value responding to change over following a plan ?????????? Does anyone know what the fuck this means? .... The rest of the "12 principles" are equally stupid and nonsensical. They only "seem right" if you don't think about them for more than 5 seconds, and you live in some kind of fantasy world. It is absolute bullshit, completely disconnected from reality. (But boy do executives love to eat this shit up, because they will never have to figure out how to implement it)

winternett 2y ago

A lot of this model is due to the churn of VC companies toxic entry into overtaking and consuming companies... They often force out old company leadership, create & impose hostile policies and requirements on employees the make them leave so that operations will be left as bare-bones and over-stressed operations that just serve to feed investor profits... Our current IT ecosystem, especially in the contracting world is run mostly by finance experts rather than tech visionaries, and it's showing in the outcomes, this is why we don't see truly disruptive inventions like Twitter and iPhones anymore... And why monthly subscriptions are swooping their way into everything, even basic tools like calculator apps, and car starters and seat heating... Foolishness & Insanity.