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Joined 10 months ago
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Cake day: July 28th, 2025

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  • yes, it’s when you tell boss, “I can’t do that in 3 hours, it’ll take two weeks”, and probably still have some unknown aspects of quality, that we might not want to sign off on. Maybe we can rush it in 1 week, if you’re ok with want want maybe’ 20% unverified.

    Boss fucks off to coprolite - gets it “done” in 3 hours. Gives it to someone else to QR. They comes back to me for advice on turd polishing (apparently that’s my SME). So I then waste time helping that person tactfully create a quality report that says it’s seriously defective and will take weeks to rectify to get it up to an acceptable standard - because it tells us nothing about how it got to it’s erroneous output.

    Now, we’ve wasted about a day between us, on dog-shite - and we’ve not learned anything useful.

    I don’t know what a “gen Z” is though, but whoever they are they should stand up to shite bosses.






  • MS should be more vulnerable, due to everything but Excel being toilet blockages.

    TLDR; MS already got big by being like IBM, lots of dumb corpo procurement cash is already keeping them afloat for about as long as qwerty keyboards - because some people got really good at/dependent on excel.

    Their dominance of corpo-procurement (and using ‘security’ to block out alternative tooling) means that vast amounts of the corpo world is based on highly specialised and over-stretched excel.

    Even in databases, where my organisation (large public sector) should be having a genuine competition to administer postGRESQL for us or something, has been loss-led into into a big new ms fabric contract by them appearing to undercut the incumbent (Oracle - ok not hard to undercut), but not actuall . . . [rant deleted]

    However, crap MS is at software, they’re extremely good at getting dumb corpos to sign on the dotted line.
    (‘always has been’ meme). And many humans being forced to use the only tool available, have built vast intricate systems on the foundation of that excel, many of them masterworks of skill in the face of those constraints. Hopefully they don’t last as long as one of the old Egyptian dynasties.



  • There’s still a role for actual managers - as coaches, doing recruitment, getting people into useful apprenticeships, helping them improve, developing them into standalone craftspersons.

    And as people who can sit above the day-to-day workflows and make improvements, shutdown production lines for maintenance and so on. Adapt the working system to the people they have to try to get the most out of it. Bring in a new system, parallel run it on small scale (fucking test it), manage a roll out.

    But in my experience managers are not selected to have those skills (which maybe quite rare), nor asked to perform those functions.

    And when a large organisation sees something go wrong - possibly because of a lack of those things - they just recruit more jargon filled middle managers to argue about it deflect blame or steal credit. Or commission a consultant report to tell them nothing. They’re more like overseers at best.

    The actual decent managers will admit when they made a mistake; that’s rarely given the respect it deserves.