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“People think pushing a button is as simple as pushing a button. It’s not. All these things have to happen.
everything is like this.
He routinely ranked in the top 1 percent of all employees in Banc of America’s reviews of its personnel, but his status in a Wall Street bank was akin to head butler to a British upper-class family.
Really fantastic description.
A product manager, to be any good, had to be obsessive. The role had been spawned by the widespread belief that traders didn’t know how to talk to computer geeks and that computer geeks did not respond rationally to big, hairy traders hollering at them. A product manager stood between the two groups, to sort out which of the things the traders wanted that were the most important and how best to build them. For instance, an RBC stock market trader might demand a button on his screen that said “Thor,” which he could hit when he wanted Thor to execute his order to buy stock. To design that button
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Pretty much describes all of the most successful Product Managers I’ve had the pleasure of working with closely.
Or a system that, to change it in any major way, did not require six meetings and signed documents from informational security officers.
Meetings.... LOL
The gist of it was that when complex systems broke, it was never the fault of any one person. The post described some computer catastrophe and then concluded, “. . . you’ll notice that it wasn’t just one little thing that caused it. It wasn’t the developer who just so happened to delete the wrong table. It was a number of causes that came together to strike hard, all of them very likely to be bigger issues inside the organization rather than a problem with the individual.”
Complex
If you make it sound official, people will believe that it’s something you really need to care about,”
Ha!
