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Mon, 08 May 2006:

This one's for all the times I saw an eskimo on a sled with the banner North Pole or Bust in Miami. Actually that was just a cartoon - but that's the point. Ever wonder why it's funny ? Actually I have a pageful below that will do nothing explain it. But I think you'll understand why I hold back no smiles. This is actually a page from my life, carefully bookmarked (disclaimer: some names changed for more hilarity).

The problem with opportunities is that when they do knock, they're likely to press alarm bells rather than door bells. As articulated so clearly by Wally - there are no problems, only issues, challenges and opportunities. So, what does that have to do with my life ? Well, I was the neighborhood Wally when I used to work in Initech.

I used to show up at work a bit after nine. Yes, 9 AM and that's late by Initech standards. I'd walk upto to my desk with a cup of coffee as if I just nipped downstairs for a coffee. I never carried a bag and hardly ever an umbrella. I'd imagine somebody would be hard pressed to figure out whether I just walked in to work or whether I'm relaxing after my early morning bit of work. My job involved taking a mobile phone, flashing the latest build and literally key mash my way into the bugzilla records. I was a QE and they were wasting a really quality engineer by making him poke a few buttons. The managers knew it, but were really powerless to pull in a kid out of college into writing embedded software (*oooh*).

So the problems started in the April of 2004, when 25-odd people from the 34 member development team gave in their resignations. What I was doing at the moment was having an argument with my technical manager about my leave, without knowing about all the hush hush resignations. I basically had put in more than a month's salary into my round-trip (non-refundable) plane tickets to Trivandrum and wouldn't stand to any level of bullying about the leave which I'd applied for two months ago. So I left office to spend an enjoyable week at home.

I returned to a chaotic office. Almost every good developer in the team is on notice. At that point hardly anyone cares about the project to waste their time on it. Here's where the management decisions kick in with true force :- We need to hire more people. Since they've already sold the IP for the project, management is now being paid for time rather than code output - there's no motivation to hire excellent developers. Solution, throw the bunch of freshers who've been sitting around on to the code. The more time they take to do things, the more money the account pays. And I was one among them.

That, my friends, is how I became a developer in profession. The loss of a significant amount of technical talent in one place, means a significant opportunity to people sitting in the benches elsewhere. That might sound too simplified, but there are two unspoken assumptions. The new guys on the bench have to be really good and the management has to have enough confidence in them (or shouldn't care which way) to throw these kids at the hardcore work. On a normal day, that'd be a big risk - but during these few desperate hours, this could be the last gambit.

It might just be my big empty head, but I keep hearing echoes.

The solution of problems is the most characteristic and peculiar sort of voluntary thinking.
                -- William James

posted at: 08:46 | path: /observations | permalink | Tags: , ,