@polotek I don't mean to argue/debate this, and my apologies if I've come across that way. I have a role in the tech org that sits between the business, mgmt and the general tech staff. I've had the opportunity to see many sides of this discussion and my experience, at least in larger companies, has shown that frequently the "business needs" are not shown to the tech ICs until after they start raising questions. (smaller orgs are definitely different)
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Oh shit.https://mastodon.social/@yvonnezlam/113199649409710636 -
Oh shit.https://mastodon.social/@yvonnezlam/113199649409710636@polotek if the mgr of a tech team doesn't understand the technology used by their team(s) then they are not properly engaging with their ICs. They wouldn't know when to bring in the tech team to help shape the product decisions so that the best possible outcome is made for the business.
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Oh shit.https://mastodon.social/@yvonnezlam/113199649409710636@polotek from a social/power dynamic though the responsibility falls on the manager to ensure that balance happens not the IC (the "tech" person). The mgmt team trained to understand the business implications of projects so it's their responsibility to teach/educate the tech teams on goals so they can implement solutions in the best manner possible. Otherwise the realm of responsibility for both aspects is being asked of the tech team & that isn't feasible because it's a different set of skills
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Oh shit.https://mastodon.social/@yvonnezlam/113199649409710636@polotek it's also important though that the business people understand the technology behind the business. Too often this requirement of understanding is only one way and it leads to massive tech debt, inefficiencies, lost productivity, and eventually employee retention. Both groups of people need to understand where the other is coming from so that they can better communicate and have empathy for each other. Of course that's also general life advice not just in the corporate context.