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Yeah, which is why companies should stop going on about 'owning' things. If I'm going to own its creation and operation, I'm going to own all the revenue it p

• omouse 11y ago
  This is actually what Philip Greenspun did at ArsDigita. Each project had its manager/lead own the profit-and-loss: From Founders At Work: "I'm organizing this company like McDonald's. Each restaurant is going to be managed by a few people, and they're going to have profit-and-loss responsibility. If they make a profit, they get to pocket half of it. If they make a loss, we're going to know who's responsible, and we're going to go there and fix it, and there are going to be consequences for those people." People have all the right incentives to make their customer happy, to do the thing on time, to take the customer's money, deposit in the bank, and then move on to the next one and get their bonus at the end of the year. And apparently at one time Accenture had this philosophy too: At the time Anderson Consulting (now Accenture) didn't have any salespeople. They always had the people who were executing the project sell it. "You eat what you kill" was the phrase at Accenture. You don't have a salesperson go out and tell the customer, "We can do this", making promises and then handing it off to a programmer"