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Companies get very good at handling disasters - after the disaster has happened.

• dylan604 1y ago
  The problem is they get good in that specific disaster. They can only plug a hole in the dike after the hole exists, then they look at the hole and make a plug the exact shape of that hole. The next hole starts the process over for it specifically. Each time. There's no generic plug that can be used each time. So sure, the get very good at making specific plugs. They never get to the point of making a better dike that doesn't spring so many leaks.
  • wewewedxfgdf 1y ago
    It is the job of the CTO to ensure the company has anticipated as many as possible such situations. It's not a very interesting thing to do however.
    • dylan604 1y ago
      okay. and? the CTO isn't the last word in anything. if they are overruled to keep releasing new features, acquiring new users/clients, sales forward dev cycles, then the whole thing has potential to collapse under the weight of itself. It's actually the job of the CEO to keep all of the c-suite people doing jobs. Doesn't seem to stop the CEO salary explosions.
      • wewewedxfgdf 1y ago
        I think we are agreed. Companies, after a disaster, focus lots of effort on that particular disaster, leaving all the other potential disasters unplanned for. If you work at Webflow, you can anticipate LOTS of work in disaster recovery in the next 12 months. This has magically become a high priority for the CEO, who previously wanted features more than disaster recovery planning. They will wait to focus massive resources on their security until after they get hacked.
  • esseph 1y ago
    You just described every company. (And also why security is always a losing battle)