Being and older developer, I remember all the fuss about the Y2K bug. For the younger readers, shortly before the millennium, there was huge panic that mankind would suffer enormous catastrophe as we moved from the year 1999 to 2000. The cause of this concern was the short-sighted way some computer programs had been storing dates. We had been using a couple of numbers to store the year - like 77 for 1977 and 85 for 1985. Developers of that early software had made the assumption that their programs would not be running by 1999 and therefore thinking about numbers greater than 99 (1999) was not required.
Tuesday, December 19, 2017
Friday, November 10, 2017
On the extremes of radical new management (part 2)
Over the last 20 years, I've seen a few management masterstrokes, particularly in senior management, and without being privy to the discussions that led to them, I have on occasion tried to rationalise the oddity with possible explanations - here are some of my thoughts.
Being Radical
Often, when a new person is brought into a senior managerial role, the company is looking for change - typically a big change - because they believe that something is fundamentally wrong. Companies get stuck in a rut when the culture stagnates around existing or historical dogma. They think they need a big culture shock / kick up the backside to get things back on track, and who better to give this high risk strategy to than....
Being Radical
Often, when a new person is brought into a senior managerial role, the company is looking for change - typically a big change - because they believe that something is fundamentally wrong. Companies get stuck in a rut when the culture stagnates around existing or historical dogma. They think they need a big culture shock / kick up the backside to get things back on track, and who better to give this high risk strategy to than....
Tuesday, October 3, 2017
On the extremes of radical new management (part 1)
The early days of my career were spent with a small struggling software company competing in a challenging market mostly dominated by much larger players. Our company had a different vision, some very talented people and culture of taking raw talent and honing it through collaboration and mentoring.
We had a development lead - let's call him Dave to protect his true identity as everyone knows 3 or 4 Daves. Dave was an unassuming genius who loved what he did and always had time for others. Within a couple of years of professional development, I had seen Dave perform some extraordinary feats of technical mastery and I aspired to be just like him. I thought I was getting pretty good at what I did, but Dave was the guy that all the devs looked up to and relied on when things broke in ways that no one else could fix.
Then a strange thing happened...
We had a development lead - let's call him Dave to protect his true identity as everyone knows 3 or 4 Daves. Dave was an unassuming genius who loved what he did and always had time for others. Within a couple of years of professional development, I had seen Dave perform some extraordinary feats of technical mastery and I aspired to be just like him. I thought I was getting pretty good at what I did, but Dave was the guy that all the devs looked up to and relied on when things broke in ways that no one else could fix.
Then a strange thing happened...
Subscribe to:
Posts (Atom)