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Things I have learnt as a software engineer in a multinational

  1. "Fire whenever you get away with", creates toxic workplace cultures over time, though management will be blind by it until the axes finally grind themselves. Studies show that such culling actually lowers productivity and innovation too, as it creates really bad group dynamics where everyone in the group vie to be #1, do the "best" type of work, avoid necessary risk-taking, creates blame-culture, dissolves trust, team-work, mentorship and constructive diversions, etc.

    Otherwise these read like a summary of common workplace experience. Management just doesn't hear about it, since everyone is punished by pointing out flaws or taking initiative.
     
  2. [quite]Incompetence is fiercely gregarious while knowledge is often fractious; the reason for this is that raw ideas transfer more easily through untrained minds than refined ideas transfer through trained minds. There’s a reason why large organisations focus so much on simple messages, pity that difficult problems often have simple solutions that don’t work.[/quote]
    Some of ideas, like the above, are very true even outside of the software development context.
     
  3. Fortunate for us, the retail traders. And an explanation why the "big banks" don't know and can't control everything. That, apart from the fact that no matter what big companies you round up, most of the smartest people in this world don't work for them.
     
  4. "Simplicity is the ultimate sophistication"
    - Leonardo da Vinci
     
  5. It all means nothing until Captain Slow gets behind the wheel and does what the car says it can do.

    Or Clarkson, at the very least.

    Aside from that, it is all fluff.
     
  6. But.. isn't it similar with trading strategies?

    Raw trading ideas transfer more easily through untrained minds than refined trading ideas transfer through trained minds. There’s a reason why large groups of traders on Internet forums focus so much on simple strategies, pity that difficult problems of beating the market often have simple solutions that don’t work.

    Talk about: "sell premium and you'll make money". Simple.
     
  7. Ok, explain this to me. Why would anyone want to pay anything for a watch that is, by construction, less accurate and durable than a quartz/electronic one? Also, if you paid X thousand for a thing like this, wouldn’t you be always scared to lose it or break it?

     
  8. I suppose these watches are not for us, mortals, men born out of a woman. Warren Buffet and Jeff Bezos are humans too and need to feel some kick when they buy things. Relative to Buffet's net worth spanned over 100 years, this watch is like a $25 one for me.
     
  9. Prestige, perceived future value IE investment. It's no different than investing in art. Watches do very well at auctions when art is doing well.
     
  10. Also the aversion to cognitive dissonance is sufficient that a person who reliably projects high social status will be viewed as competent and high-performing in any place. If you've got such a watch, the implication is that you must be worth something.
     
  11. If you create a firing culture you lose the two ends of the distribution, the low end you wanted to lose and the high end you were hoping to nurture. You are left with middle of profile people who cannot easily get hired away. The low end jumps ship ahead of the axe, the high profile knows they are not at risk but watch themselves jump ship - without maybe really knowing why - actually consciously or subconsciously they don't like the "culling"culture even though they know they are not at risk.