What Are You Doing Right Now? (226 Viewers)
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Hey, I paid 100 bucks for that certification a few years ago. 
Consultants want to sell the "latest" organizational software project rage in startups to deep-pocketed, super-hierarchical corporates. And this is the outcome.
Reminds me of the Enterprise Architects who used to come in and sell TOGAF to the organisation.
These bullshit frameworks keep evolving on their own without taking into account the empirical realities of information systems planning in any form. No learning happens at all, the feedback from practice is ignored, only the terminology is modernised to accommodate with the recent trends and buzzwords.
These fuckers are just in the business of selling certifications, rather than in the business of analysing actual best practices.
I have attended such courses, and it always makes me laugh when I hear the explanations and precautions from trainers and experts that the core concepts "should not be taken too literally", almost as if the framework never existed.
I have a friend who's a highly-paid management consultant, and he tells me that he has the easiest job in the world. He says, "I parachute into companies with problems, and run the same playbook." What's the playbook?
1. Ask people across the business what they think the problem is
2. Ask them how they'd solve it
3. Write those insights up as a report and deliver it to the big bosses
4. Send a large invoice
The problem is usually known and the solutions are known. The issue is that leaders very rarely listen to their own people. He says, "I have a fancy MBA, I work at a big-name firm and I charge a lot of money. That seems to help with the listening part."
These bullshit frameworks keep evolving on their own without taking into account the empirical realities of information systems planning in any form. No learning happens at all, the feedback from practice is ignored, only the terminology is modernised to accommodate with the recent trends and buzzwords.
These fuckers are just in the business of selling certifications, rather than in the business of analysing actual best practices.
I have attended such courses, and it always makes me laugh when I hear the explanations and precautions from trainers and experts that the core concepts "should not be taken too literally", almost as if the framework never existed.
I have a friend who's a highly-paid management consultant, and he tells me that he has the easiest job in the world. He says, "I parachute into companies with problems, and run the same playbook." What's the playbook?
1. Ask people across the business what they think the problem is
2. Ask them how they'd solve it
3. Write those insights up as a report and deliver it to the big bosses
4. Send a large invoice
The problem is usually known and the solutions are known. The issue is that leaders very rarely listen to their own people. He says, "I have a fancy MBA, I work at a big-name firm and I charge a lot of money. That seems to help with the listening part."
Your sentence contained pretty much everything to know about SAFe and why it exists.
Consultants want to sell the "latest" organizational software project rage in startups to deep-pocketed, super-hierarchical corporates. And this is the outcome.
Consultants want to sell the "latest" organizational software project rage in startups to deep-pocketed, super-hierarchical corporates. And this is the outcome.
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