In a manner of speaking, this is what so many software developers are looking for in a company they might work for. Hiring folks don't always do a great job of expressing differentiations their org might offer in this regard.
There's always going to be a challenge of balancing needs, but the state of it having to be a fight is pretty sad and I'm definitely going to try and outline this in future attempts to describe what working with us could be like.
Enterprise Architect at a well established fintech company. Been coding for >14 years professionally (>21 years in total). Web is where most of my experience lies.
I agree. I’ve worked in places in the past where it was a fight which was why I think this part of the book stood out to me.
In my current position, I was the first person in the development team so as I’m building the team and culture, I’m making sure it’s an integral part of what we do. As a start up we have to move fast sometimes, but some things are worth slowing down for. I try to empower the rest of the team to feel like they can always speak up for something they believe in 🙂
I'm always surprised at the longevity of culture. What you establish today may still be close to the corporate DNA of the company 50 years from now. You are sowing the seeds of the future. (I'm a bit envious!)
And from Uncle Bob's Clean Code book... the only way to go fast is to go clean. ;-)
One company I used to work at had a change of executive leadership. One of the first things the new leadership did was to charter a new course and instill some dramatic changes to the existing culture.
The ship is turning... ever... so... slowly. After 4 years, my friends that still work there say there has been very little actual change in 4 years. There has been some, but at the current rate of change it may be decades before the new executives' outlined vision is fully realized. Decades.
Change is hard. Organizational inertia is hard to tackle. Six Boxes looks into the sociology & psychology of trying to change a culture. Corporate antibodies, organ rejection (i.e., ignoring executive edicts), and backsliding to the comfort zone of the old ways all act as anchors holding back change.
Enterprise Architect at a well established fintech company. Been coding for >14 years professionally (>21 years in total). Web is where most of my experience lies.
I feel very lucky to be given the opportunity and the trust to lead the culture for the development team :) It's my chance to put into practice all the things I've wanted to see in my previous companies I've worked in.
I've worked at places previously that have been trying to change their culture and seen the same problems you've described. It can take a long time, and in some cases it may never reach their envisioned finishing point. It's still nice to see companies at least acknowledging changes to their culture are required and trying to change it though.
I might be wrong, but doesn't doesn't the idiom go like: "In a manner of speaking"? I am not trying to be a jerk, I am just curious as I am not a native english speaker.
In a manner of speaking, this is what so many software developers are looking for in a company they might work for. Hiring folks don't always do a great job of expressing differentiations their org might offer in this regard.
There's always going to be a challenge of balancing needs, but the state of it having to be a fight is pretty sad and I'm definitely going to try and outline this in future attempts to describe what working with us could be like.
I agree. I’ve worked in places in the past where it was a fight which was why I think this part of the book stood out to me.
In my current position, I was the first person in the development team so as I’m building the team and culture, I’m making sure it’s an integral part of what we do. As a start up we have to move fast sometimes, but some things are worth slowing down for. I try to empower the rest of the team to feel like they can always speak up for something they believe in 🙂
That's great to hear!
I'm always surprised at the longevity of culture. What you establish today may still be close to the corporate DNA of the company 50 years from now. You are sowing the seeds of the future. (I'm a bit envious!)
And from Uncle Bob's Clean Code book... the only way to go fast is to go clean. ;-)
One company I used to work at had a change of executive leadership. One of the first things the new leadership did was to charter a new course and instill some dramatic changes to the existing culture.
The ship is turning... ever... so... slowly. After 4 years, my friends that still work there say there has been very little actual change in 4 years. There has been some, but at the current rate of change it may be decades before the new executives' outlined vision is fully realized. Decades.
Change is hard. Organizational inertia is hard to tackle. Six Boxes looks into the sociology & psychology of trying to change a culture. Corporate antibodies, organ rejection (i.e., ignoring executive edicts), and backsliding to the comfort zone of the old ways all act as anchors holding back change.
I feel very lucky to be given the opportunity and the trust to lead the culture for the development team :) It's my chance to put into practice all the things I've wanted to see in my previous companies I've worked in.
I've worked at places previously that have been trying to change their culture and seen the same problems you've described. It can take a long time, and in some cases it may never reach their envisioned finishing point. It's still nice to see companies at least acknowledging changes to their culture are required and trying to change it though.
I might be wrong, but doesn't doesn't the idiom go like: "In a manner of speaking"? I am not trying to be a jerk, I am just curious as I am not a native english speaker.
You're right. I'll fix it 🙂