Ft Worth hits above it's weight WRT high art. The Kimbell, the Modern, the Amon Carter... all world class. (And if you're an architecture nut, the main Kimbell building was designed by Louis I. Kahn and is a delight to wander around in.) The local symphony is better than you would expect, given the city's size.
I have too many memories of dead friends and family to want to live in Fort Worth, but if you get a job offer in Tarrant County, it's not just pickup-trucks, guns and C&W clones trying to be extras on Landman. (And pickup-trucks and C&W clones aren't as bad as you might think. And I lived there for decades and was, surprisingly, shot when visiting a different city.)
I have "Essential Mathematics for Quantum Computing" by Woody and "Non-Standard Computation" by Gramß, et al. Both were worth reading, but assumed a bit of background with "foundations of computation."
in the military we had a saying "you don't go to war with the army you want, but with the army you have." consequently, there was a lot of effort given to training and planning. the nature of most combat arms roles is such that you need most of the team operating at a decent level. i think the idea behind so much training is that if you can raise the performance of the worst performers, you might be able to improve the overall unit performance dramatically.
to put it in marketing manager speak, for many tasks in a combat arms unit, individual performance is a satisfier, not a a delighter. if one person in the unit does a bad job, the unit will fail. if everyone in a unit does an "okay" job, the unit will not fail. the outcome between the two cases is dramatic. but if you have a unit where everyone is "okay" and then expend effort to make everyone in the unit exceptional, you will not notice a concomitant increase in performance.
flipping this over to software development... you have a lot more control over whom you hire to be in your unit. but everyone has a bad week or a skills gap, so training (which could be as simple as giving people time to read up on a subject or write a few test programs) will eventually be important. like line military units, everyone needs to be hitting on all cylinders for the dev team to work in accordance with plan. investing in upskilling existing developers who are competent but underperforming may be a better strategy than uber-skilling your best developers or firing them and hoping you can replace them with someone with better ability to figure out how to be productive on the team.
as a humourous aside... at amazon my manager discovered i was prior-service, saying "Oh! You were a MARINE!? I want to manage my team like a military outfit." unfortunately, my response was "WHAT!? You want to spend 80% of your budget on training and logistics!?" that was probably not the best thing to say in that situation.
also... if we're talking about applying military metaphors to product development, it's worth it to look up the various OODA talks by John Boyd. i don't know if i agree with all of it, and it's not directly applicable. but there's enough there to justify at least reading about it. Boyd was a friend of my dad's, so i remember thinking he was crazy when i met him as a child, but again, he may have been crazy, but he was definitely an intellectual outsider who hit more than he missed.
"Boyd" (2004) is a bio of John Boyd. Boyd was a USAF fighter jock and a very good one, and his OODA (Observe, Orient, Decide, Act) cycle is a Marine icon. The USAF never really liked him, because he was loudly critical of some high level USAF aircraft decisions.
Boyd had a lot of influence on the design of the F-16, the fighter jock's dream airplane. He also pushed for, of all things, the A-10 Warthog, hated by fighter jocks, loved by ground troops who really needed close air support.
Reading up on the OODA loop is useful. Boyd himself barely wrote anything about it. Others have written volumes.
is that for startups or for the big guys like Ericsson?
i have to admit i was surprised by how much startup activity was going on in Stockholm in the last 20 years. but disappointed by how few startups don't get B or C rounds or get bought after their A or B rounds run out.
we also sort of effed up a while ago with changes to section 174... suddenly software devs in the states were 10%-25% more expensive. once that happened it made sense to see if moving devs to europe for situations where you have a european based product and sales team made sense.
in the states we've sort of repaired the damage of the section 174 changes, but i think they were rolled into a tax bill that sunsets in a few years. so we may see this again in 2029.
we used to say "employees don't quit jobs, they quit managers." i was very happy at Amazon until they moved me under a sub-optimal manager. i quit less than a month later. that manager got promoted. this will tell you everything you need to know about working at Amazon.
maybe they were trying to get me to quit. maybe that area's director was incompetent. maybe both.
Coming back to this with a late reply of more experiences, but it doesn't seem that unique for management from my perspective.
When I was an IC I dealt with a ton of software engineer peers who were pretty bad at their job and managed to stay in the field as a software engineer. I was constantly cleaning up or compensating for them. As a manager I've had to let someone go because they literally could not be demoted to a level commensurate with their abilities (there's nothing below junior, they must be able to perform commits of new work and couldn't despite months of training and support, and they refused an alternate career track in QA before being PIP'd), and yet... after a stint of unemployment that person failed upwards with an even higher engineering title at a new organization, bringing along an obviously lacking skill set and what had to be a pretty falsified resume and career experience discussion with said new employer.
The only complete exit from software engineering that I've witnessed was someone so bad at their job that they became perpetually unemployed and finally called it quits and left the industry after about 7 years of being fired or laid off back to back continuously.
The world's beginning to change but for a long time a verifiable title with the right number of years next to it would get you a long ways in the corporate software rat race.
Managers have to manage up and manage down. Lots of managers succeed in their careers by being good at managing up, despite being awful at managing down.
As a manager, yeah I’ve seen several of my peers wash out of the role for one reason or another. It happens. Usually it’s self selected though, disliking the inherent drama, having difficult to work with employees, moving up from engineering and realizing that was actually what they loved, etc.
But a bad people manager who still manages resources and timelines and expectations isn’t necessarily bad for business. Promoting them up into a more strategic role that deals less with managing a larger group of individuals directly isn’t necessarily a bad move either.
I've also seen bad "lower level" managers fail downward. But I think at some point on the manager totem-pole, you become this weird "invulnerable royalty," and always fail upward. You never see VPs get fired and move back down to 3rd-level managers. You never see SVPs get fired and move back down to being mere VPs. They always get fired and then move over to Dell or Intel or something at an even more senior level than they were at their previous company.
I have too many memories of dead friends and family to want to live in Fort Worth, but if you get a job offer in Tarrant County, it's not just pickup-trucks, guns and C&W clones trying to be extras on Landman. (And pickup-trucks and C&W clones aren't as bad as you might think. And I lived there for decades and was, surprisingly, shot when visiting a different city.)
reply