Author Topic: This commenter hit the nail on the head  (Read 203 times)


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This commenter hit the nail on the head
« on: December 09, 2008, 09:15:24 pm »
There is an interesting article about why there always seems to be a "shortage" of IT folks.  One of the commenters hit the nail on the head.

"Blame the agilists."

This discussion is a microcosm of the fatal flaw in today's post-industrial, silicon-driven business. Let me take you through this. Computing power doubles and hardware costs halve every 18 months. New platforms and technologies emerge to take advantage of the continuous increase in available computing power.

Result: Technologists are always - of necessity - moving on to the next thing. Corporate Management cannot make reasonable decisions or predictable estimates because the game is always changing. This is one of the market drivers that is advancing the agilist movement, because predictive approaches fail in a highly chaotic environment. It's a necessary adaptation.

Because we are always dealing with unknowns, expectations cannot be managed - which means they are chronically unreasonably high. By waiting a few months, management can expect to throw away their current problems by buying new hardware or hiring new talent to use new tools. The PC industry has unwittingly led to the institutionalization of the American "throw-away society".

The result: There is no permanence, no sense of value in the technology or in the people who create, implement, or mange it. People are commoditized over time just the same as the hardware is.

But I digress... What am I doing to cultivate talent?
- Fighting for training and certification budgets for my staff a component of building value in the company
- Maintaining mentor/protege programs to keep people engaged and growing
- Considering personal motivations and desires in project assignments to retain my staff

I can do this because I work in a small, privately held company. I suspect that large, cost-conscious organizations with a "bottom line" mentality lose sight of the forest (the fact that corporate value comes from a dedicated, strong and willing staff) for the trees (position descriptions, org. charts, and I.T. building blocks).