Five Google Engineering Management Mistakes — interesting to see informed criticism, because Google’s style is often presented as a winning model. TLs [Tech Leads] were still evaluated as individual contributors. Leads to poor management practices: Grabbing all the sexy work for themselves; Providing negative evaluations for team members so they look good in comparison; Not paying attention to team member needs or requests; Confrontational relationships between team members and TLs (in some dysfunctional cases).
Community Escrow (Simon Phipps in Computerworld) — interesting take on open source as a way of protecting against the interests of a vendor changing to no longer be aligned with those of the customer. The kicker: If the product was “open core” – with the key commercial features kept proprietary – it will be very hard for anyone to provide continuity. This is especially true if you are using the software as a service, because the critical know-how to make the software reliably run in the cloud is unlikely to be included in the open source project. Hear, hear. Cloud and open core are new enough that we still blow kisses every time we meet, but that honeymoon will pass and before long it’ll be hostile cold stares and long contemplative silences spent gazing out the window, musing on their shortcomings.
Data Story Telling (Pete Warden) — Pete nails something I’ve been chewing on: in this model, a new form of media is like an infection hitting a previously unexposed population. Some people figure out how it can be used to breach the weak spots in the audience’s mental ‘immune system’, how to persuade people to believe lies that serve the propagator’s purpose. Eventually the deviation from reality becomes too obvious, people wise up to the manipulation and a certain level of immunity is propagated throughout the culture. The same is true for advertising: we’re in an arms race, novelty against neuroplasticity.
Whimsy (and Clothes) For Sale (NY Times) — “We could never afford to make product in volume, so we adopted kind of like a Beanie Baby approach: we’d create small collections that supremely rabid buyers would end up buying,” Mr. Lindland said, noting that some customers own more than 20 pairs of his signature pants. “They’re a collectors’ item, oddly enough.” Small-run manufacturing embraced as a differentiating advantage, rather than as a competitive disadvantage.