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Lopping off a senior exec over the mapping fiasco is completely warranted, but here's the next problem: The exec had several people feeding him information tha
by jpdoctor 14y ago
Lopping off a senior exec over the mapping fiasco is completely warranted, but here's the next problem: The exec had several people feeding him information that the mapping app was somehow acceptable.
If Tim Cook does his job right: There will be several of those underling heads rolling, either by Tim himself or some one who takes over Forstall's area. (And which one of those two possibilities will tell us a lot about Tim Cook.)
- smegel 14y ago> The exec had several people feeding him information that the mapping app was somehow acceptable. That might be an excuse Tim Cook himself can reasonably use, but not the exec directly responsible for the development of the new Maps app. He simply can't say he was getting information from a small number of direct underlings - he should have been in the trenches talking to the developers, testers and beta users and getting feedback directly. He was putting his reputation on the line by being the original public presenter for the new Maps, and if he was prepared to stand up in front of the world and say "this is great" he should have first been prepared to dig a little deeper into the true nature of the new app.
- wololo 14y agohttp://quora.com/Apple-Inc-2/How-well-does-Apples-Directly-Responsible-Individual-DRI-model-work-in-practice http://quora.com/Apple-Inc-2/How-well-does-Apples-Directly-R... on Directly Responsible Individuals
- jpdoctor 14y ago> He simply can't say he was getting information from a small number of direct underlings - he should have been in the trenches talking to the developers, testers and beta users and getting feedback directly. True enough, but my point is that there is a bigger problem: He ran an org in which nobody tackled him in the hallway and said "WTF This is a piece of crap! We can't release such a POS, and if you do I quit!" An organization is not fixed by chopping only one head, there are no doubt lieutenants that need to be axed.
- Steko 14y agoWait how do you know he wasn't told this?
- SoftwareMaven 14y agoHe ran an org in which nobody tackled him in the hallway Do you know that they didn't? And there is a lot of gray area between tackling and release that a good manager should be able to dive into.
- jpdoctor 14y ago> Do you know that they didn't? I know that they either didn't tell him, or didn't tell him in a manner that he listened. It's really not rocket science: An organization is not fixed by chopping only one head.
- gchpaco 14y agoI think you might have misread; what I saw was "exec responsible for Maps goes away. His underlings, who were feeding him bad data but which he was apparently unable or unwilling to replace, also go away." Whether this is the right thing or not can be debated, but arguably it's why people on that level of the enterprise get paid the big bucks.
- jpdoctor 14y ago> but arguably it's why people on that level of the enterprise get paid the big bucks. People several levels down are getting big bucks too, they're necks are only incrementally less exposed. It's not like these are gov't jobs.
- PeterisP 14y agoIf an exec has subordinates feeding him misleading information, then that is not an excuse, but an aggravating circumstance. His primary job is not "building good Maps", it is "building an organization that delivers good Maps". Having failed products may be excusable for some reasons; having products fail because your team is not functioning is not excusable, having your team be like that is 100% direct execs fault and responsibility if he has been there for more than a few months.