What an absolute joke. So email comes out today from TK that the leader that just got architecture + other stuff (I think) is now going to report to TK directly to get a handle on stability issues. Gee, WCGW when you ki-l off QA, ki-l off governance (which they're trying to recreate now), botch Agile, lay off a ton of staff?
So I wonder what the over/under is for TK lasting or going the way of S Dillon (famous for a whole data center outage).
how does this position that sits outside of the lob focused mostly on governance improve stability?
answer: additional reviews and gates to ensure we are delivering what we said we would deliver with quality. and who will be the reviewers? likely cross functional review board. we are being agile in iteratively slowing. down on adding value to our customers.
hey, at least one area where agility is prominent.
Congratulations leadership. You’re about to reap what you’ve sown.
The ticket taker mentality has created a lack of ownership.
Hoping to d-mb down tech into the smallest cheapest skill sets means nobody is looking at even a moderately sized picture.
Telling yourself that everything is a product, and using anyone who can, create a PPT and say yes as a product owner, disincentivizes the people who really know what’s going on.
Strung out a RIF strategy in hopes people will quit without a package, simply created hundreds if not thousands of quiet quitters.
It’s far easier to maintain than restore, alas you’ve broken it and moving decision making up the chain will not fix it. Now hurry the F up and pay me to go away.
I cannot believe what is becoming of this once storied company.
S Dillon aka Lex Luther as he was referred to in a SharePoint news story back in the days when they still had comments enabled. I’d still have the print out of it if they hadn’t lost my desk contents in the Covid pack up.
How many millions was spent trying to take a dev practice (agile) and make it fit ops? Yeah, I can just see stuff not working and leadership going through a product board to get it addressed. Sorry- my WIP is full, take something out. Lol. But aren’t we doing more with less? Lol
"This is what happens when the head of xxxx, who is clueless, centralizes decision making to a Leadership Team that is also clueless.
The directors have been neutered. They take marching orders from the **** with no ability to give input."
Great post. This PERFECTLY describes what's happening in my non-tech group as well. It all starts with Shart. He despises and doesn't trust anyone that's been with the company more than 5 years. Their response is extreme centralization, so the people making the decisions are so far removed from the actual work--which they have no personal experience in--that their decisions are shockingly bad. It's like having a guy that started yesterday making all the decisions and anyone that questions them is immediately labeled an obstructionist, to be disposed of for the sin of opposing stupidity.
There's no way this ends well. Sure, they can get rid of all the people that have a clue, but that won't fix the trajectory they are putting us on.
She’s a
Does
Equate to
Incompetent
Hire, not sure why we didn’t shop for the perfect fit and just went to her
She did this on the same day SAME DAY of the hard freeze announcement that prevents maintaining said stability. That there is stupid on an order of magnitude.
Very true for the person that posted keeping QA will still have. I know at least 5 people that are not in a hub and have been given notification that they are impacted by location strategy. This bank is so stupid!
@ixj The smart thing to do would be to stop the hemorrhaging of the QA that remains. But I don't hold out much hope given our recent history.
I’m not in Technology but enjoy seeing those emails. What a sh-tshow, and Wells’ leadership deserves every tu-d it gets.
I have zero faith in our leaders when it comes to doing the right thing.
"losing 100m dollar transactions"
?
This hole in stability has grown so large that, combined with zero incentives to motivate US tech workers, it will be solved by a willing offshore labor force.
Well played WF.
Spot on about the bs metrics. Sounds similar to the ridiculous sales goals and pressures, ohwait-they are.
We need to go back to waterfall and quarterly releases and we also need system qa analysts. We are a financial institution not a tech co like Google and Apple which does agile and daily/hourly releases. The biggest mistake was cutting QA roles, whole groups were laid off a year or so ago that knew the products and business rules. This bank is in serious turmoil losing 100m dollar transactions and scrambling to figure out how it happened!
This is what happens when the head of tech, who is clueless, centralizes decision making to a Technology Leadership Team that is also clueless.
The directors have been neutered. They take marching orders from the TLT with no ability to give input.
Every single decision being made is focused on cutting head count. The engineering teams are not being given the resources and tools they need to do their job.
It’s all about BS metrics in Jira. Everything is an emergency. So the whole idea of being able to point at WIP limits and having a backlog is useless. The whole product model is BS. None of the work flows through the proper channels and the TLT are the worst offenders of violating the models they shoved down everyone’s throat.
If Munish or Mike want something done, they don’t go to the Product Owners to get it into the roadmap. They go to through engineering management. They don’t care that whatever they want breaks timelines already planned and promised to other customers who need that work completed because they have their own timelines to deliver for other customers.
It is just one craptastic mess. And it was all created by the incompetent TLT.
Any competent CEO would dump them all. But Scharf is a one trick pony too.
Some? All the recent problems stem from India.
As of a couple days ago, now a large part of network security is all India.
None of these people are competent. They only know how to cut costs short term at the expensive of long term.
If it’s anything like the end of ‘Heathers’ someone pass me a cigarette.
You mean the guy who put this persons name forward to begin with?
Better call Sal because Barbie can't do it at all
You don’t truly need to know Tech to be a Tech Leader but you DO need to be a Leader to Lead Tech. She is neither a Leader nor does she know Tech, hence our constant failures.
Wasn't India part and parcel of some of those outages/failures? Deflection can only work for so long before CS offers her a golden departure agreement. I think the OP is right. Her days are numbered.
Just another excuse to staff up a "stability" team in India while blaming US resources for the instability that their efficiency cuts created.