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I'd go back to the office in a heartbeat provided it was an actual office. And not an "open-office" layout, that people are forced to try to concentrate with al
by DyslexicAtheist 1y ago
I'd go back to the office in a heartbeat provided it was an actual office. And not an "open-office" layout, that people are forced to try to concentrate with all the noise and people passing behind them constantly.
The agile treadmill (with PM's breathing down our necks) and features getting planned and delivered in 2 week-sprints, has also reduced our ability to just do something we feel needs getting done. Today you go to work to feed several layers of incompetent managers - there is no room for play, or for creativity. At least in most orgs I know.
I think innovation (or even joy of being at work) needs more than just the office, or people, or a canteen, but an environment that supports it.
- entropicdrifter 1y agoPersonally, I try to under-promise on what I think I can do every sprint specifically so I can spend more time mentoring more junior engineers, brainstorming random ideas, and working on stuff that nobody has called out as something that needs working on yet. Basically, I set aside as much time as I can to squeeze in creativity and real engineering work into the job. Otherwise I'd go crazy from the grind of just cranking out deliverables
- DyslexicAtheist 1y agoyeah that sounds like a good strategy to avoid burn-out.
- dekhn 1y agoWe have an open office surrounded by "breakout offices". I simply squat in one of the offices (I take most meetings over video chat), as do most of the other principals. I don't think I could do my job in an office if I couldn't have a room to work in most of the time. As for agile: I've made it clear to my PMs that I generally plan on a quarterly/half year basis and my work and other people's work adheres to that schedule, not weekly sprints (we stay up to date in a slack channel, no standups)