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The end of software engineering and the last methodologist

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The end of software engineering and the last methodologist

Copy from Bertrand Meyer’s technology+ blog

(Reposted from the CACM blog [*].)

Software engineering was never a popular subject. It started out as “programming methodology”, evoking the image of bearded middle-aged men telling you with a Dutch, Swiss-German or Oxford accent to repent and mend your ways. Consumed (to paraphrase Mark Twain) by the haunting fear that someone, somewhere, might actually enjoy coding.

That was long ago. With a few exceptions including one mentioned below, to the extent that anyone still studies programming methodology, it’s in the agile world, where the decisive argument is often “I always say…”. (Example from a consultant’s page:  “I always tell teams: `I’d like a [user] story to be small, to fit in one iteration but that isn’t always the way.’“) Dijkstra did appeal to gut feeling but he backed it through strong conceptual arguments.

The field of software engineering, of which programming methodology is today just a small part, has enormously expanded in both depth and width. Conferences such as ICSE and ESEC still attract a good crowd, the journals are buzzing, the researchers are as enthusiastic as ever about their work, but… am I the only one to sense frustration? It is not clear that anyone outside of the community is interested. The world seems to view software engineering as something that everyone in IT knows because we all develop software or manage people who develop software. In the 2017 survey of CS faculty hiring in the U.S., software engineering accounted, in top-100 Ph.D.-granting universities, for 3% of hires! (In schools that stop at the master’s level, the figure is 6%; not insignificant, but not impressive either given that these institutions largely train future software engineers.) From an academic career perspective, the place to go is obviously  “Artificial Intelligence, Data Mining, and Machine Learning”, which in those top-100 universities got 23% of hires.

Nothing against our AI colleagues; I always felt “AI winter” was an over-reaction [1], and they are entitled to their spring. Does it mean software engineering now has to go into a winter of its own? That is crazy. Software engineering is more important than ever. The recent Atlantic  “software apocalypse” article (stronger on problems than solutions) is just the latest alarm-sounding survey. Or, for just one recent example, see the satellite loss in Russia [2] (juicy quote, which you can use the next time you teach a class about the challenges of software testing: this revealed a hidden problem in the algorithm, which was not uncovered in decades of successful launches of the Soyuz-Frigate bundle).

Such cases, by the way, illustrate what I would call the software professor’s dilemma, much more interesting in my opinion than the bizarre ethical brain-teasers (you see what I mean, trolley levers and the like) on which people in philosophy departments spend their days: is it ethical for a professor of software engineering, every morning upon waking up, to go to in the hope that a major software-induced disaster has occurred,  finally legitimizing the profession? The answer is simple: no, that is not ethical. Still, if you have witnessed the actual state of ordinary software development, it is scary to think about (although not to wish for) all the catastrophes-in-waiting that you suspect are lying out there just waiting for the right circumstances .

So yes, software engineering is more relevant than ever, and so is programming methodology. (Personal disclosure: I think of myself as the very model of a modern methodologist [3], without a beard or a Dutch accent, but trying to carry, on today’s IT scene, the torch of the seminal work of the 1970s and 80s.)

What counts, though, is not what the world needs; it is what the world believes it needs. The world does not seem to think it needs much software engineering. Even when software causes a catastrophe, we see headlines for a day or two, and then nothing. Radio silence. I have argued to the point of nausea, including at least four times in this blog (five now), for a simple rule that would require a public auditing of any such event; to quote myself: airline transportation did not become safer by accident but by accidents. Such admonitions fall on deaf ears. As another sign of waning interest, many people including me learned much of what they understand of software engineering through the ACM Risks Forum, long a unique source of technical information on software troubles. The Forum still thrives, and still occasionally reports about software engineering issues, but most of the traffic is about privacy and security (with a particular fondness for libertarian rants against any reasonable privacy rule that the EU passes). Important topics indeed, but where do we go for in-depth information about what goes wrong with software?

Yet another case in point is the evolution of programming languages. Language creation is abuzz again with all kinds of fancy new entrants. I can think of one example (TypeScript) in which the driving force is a software engineering goal: making Web programs safer, more scalable and more manageable by bringing some discipline into the JavaScript world. But that is the exception. The arguments for many of the new languages tend to be how clever they are and what expressive new constructs they introduce. Great. We need new ideas. They would be even more convincing if they addressed the old, boring problems of software engineering: correctness, robustness, extendibility, reusability.

None of this makes software engineering less important, or diminishes in the least the passion of those of us who have devoted our careers to the field. But it is time to don our coats and hats: winter is upon us.


[1] AI was my first love, thanks to Jean-Claude Simon at Polytechnique/Paris VI and John McCarthy at Stanford.

[2] Thanks to Nikolay Shilov for alerting me to this information. The text is in Russian but running it through a Web translation engine (maybe this link will work) will give the essentials.

[3] This time borrowing a phrase from James Noble.

[*] I am reposting these CACM blog articles rather than just putting a link, even though as a software engineer I do not like copy-paste. This is my practice so far, and it might change since it raises obvious criticism, but here are the reasons: (A) The audiences for the two blogs are, as experience shows, largely disjoint. (B) I like this site to contain a record of all my blog articles, regardless of what happens to other sites. (C) I can use my preferred style conventions.


Written by youryblog

January 25, 2018 at 4:01 PM

5 Steve Jobs quotes that will make you reevaluate your life choices

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Written by Workopolis,  Posted on October 5, 2016|B2C|NetworkNews|20161006|EN|C21005F20C793EB8068154D63A8A0D79|1

By all accounts, Steve Jobs was a difficult person to work with. He was, after all, the man that said, “my job is not to be easy on people. My job is to make them better.”

For all his faults (and perhaps because of them), Steve Jobs was someone that truly did help change the way the world works. To mark the 5th anniversary of his death, we’ve compiled some wise words from the man himself.

Here are 5 Steve Jobs quotes that will make you reevaluate your life choices:

“Have the courage to follow your heart and intuition. They somehow know what you truly want to become.”
Deep down, we all know what we’d really like to be doing. Sure, it’s probably not possible for you to become the Blue Jays’ starting shortstop, but ask yourself, is there something in that fantasy (aside from the money and fame) that can point you towards a job that you’ll truly love?

More importantly, what does that desire tell you about your current job? Do you wake up dreading going into the office? Your heart is telling you something – listen to it and have the courage to follow its lead.

“That’s been one of my mantras — focus and simplicity. Simple can be harder than complex; you have to work hard to get your thinking clean to make it simple.”
Ever hear of the KISS Principle? KISS is an acronym for “Keep it simple, stupid,” which is a reminder that things tend to work best if they are kept simple.

KISS acronym

This principle runs through Jobs’ career and the design ethos he encouraged, but as he said, it’s also the more challenging approach to take. The thing is, it’s usually also the most rewarding.

Life tends to get more cluttered as we get older, but the more you can focus in on what’s important, to make things simple, the better off you’ll be.

“My model for business is The Beatles. They were four guys who kept each other’s kind of negative tendencies in check. They balanced each other, and the total was greater than the sum of the parts. That’s how I see business: Great things in business are never done by one person, they’re done by a team of people.”
When it comes to climbing the corporate ladder, you might feel as if you’re in this alone, but that isn’t always the best way to approach things. Even someone as successful as Steve Jobs was adamant that his success was built on the collaboration of many different people.

If you don’t have this kind of work environment, look for ways to better collaborate with colleagues and superiors. Propose new meetings and brainstorming sessions, and seek out feedback and opinions. Not only will this give your work the benefit of outside points of view, it will also open the door for future collaboration. If this really isn’t possible at your current job, maybe it’s time to look for something new? It might not be that hard to find. After all, as Drake and Rihanna have shown, this is the collaboration generation.

“I’m convinced that about half of what separates successful entrepreneurs from the non-successful ones is pure perseverance.”
Jobs was so dogged and determined, author Joshua Kendall believes he had obsessive-compulsive personality disorder. We’re not suggesting that you need to take things that far, but clearly, setting goals and chipping away at them over time is a good recipe for success. As Jobs himself showed, mistakes will happen over the course of a career. The important thing is to keep pushing ahead.

“We don’t get a chance to do that many things, and every one should be really excellent. Because this is our life. Life is brief, and then you die, you know? And we’ve all chosen to do this with our lives. So it better be damn good. It better be worth it.”
Maybe it’s dark to be constantly reminded of death. But sometimes, that’s exactly the kick in the pants we need. Life really is brief (Jobs died at the age of 56), and the things we do on a daily basis should be excellent. They should be worthy of our limited time.

Can you say that about your current career? If not, it’s time to make a change. It’s never too late, until it is.

Written by youryblog

October 6, 2016 at 9:59 PM

“Most Of The Times I Ever Lost A Lot Of Money With Somebody, They Graduated From Harvard.” (from LinkedIn)

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Barbara Corcoran barreled into our office with opinions about everything and everyone. A ledge outside our offices on the 25th floor of the Empire State Building would make a perfect terrace, she said, offering the exact negotiating tips for snagging it. My questions weren’t precise enough, she thought. I should ask about the real estate firm she founded, Corcoran Group, first, then Shark Tank. She eyeballed one of the other editors and decided that he was dressed all wrong: cowboy boots, the pointier the better, were immediately called for. Corcoran’s bright yellow blazer would have made her the center of attention even if she hadn’t said a word. But with the torrent of thoughts coming out of her, the jacket was merely a set piece to the Barbara Show — and everyone had stopped working to watch.

The fact that there hasn’t already been a show centered on Corcoran before Shark Tank seems like a few decades of lost opportunity. How can you resist, after all, someone who, despite selling her 1,400-person brokerage for $66 million, insists that she’s never had a plan and that “the left side of your brain is totally overrated in business”? She knows what she’s good at and what she’s bad at and makes it clear that she loses interest very quickly.

What grabbed me is how counter all of her ideas are to the modern bible of entrepreneurship: The modern entrepreneurs say No wisely, focus on one segment, aim for megatrends. Corcoran’s feeling is that you try as many ideas as possible and fail enough times until you achieve success. No PowerPoint or detailed Excel. “I’m not a believer in the MBA type stuff,” she says. “Most of the times I ever lost a lot of money with somebody, they graduated from Harvard.”

You can watch her business philosophy play out on Shark Tank where a solid story and a gung ho entrepreneur will capture her eye and her wallet. Or you can see it play out in the very fact that she’s on Shark Tank.

Recently, she wrote about how she’d gotten hired and quickly cut from Shark Tank: Someone from executive producer Mark Burnett’s team reached out to her to be part of the original team of sharks. (For those not yet hooked, Shark Tank is a show where eager entrepreneurs pitch their company to a panel of business pros — the sharks. Each shark can try to buy a piece of the entrepreneur’s business on the spot.) She signed a contract, bought five outfits and prepared to head to Los Angeles. A few days before her flight, a call came in from Burnett: he was dropping her in favor of someone else.

Corcoran banged out an email: “I understand you’ve asked another girl to dance instead of me. Although I appreciate being reserved as a fallback, I’m much more accustomed to coming in first.” She laid out all of the rejections in her life and how she turned each into a success. She didn’t wait for karma to come around and bless her at some later point; she got mad and she fought for what she wanted now.

The right brain took over. Burnett relented and had her come out for a bake off against her rival.

Watch the video to get a full sense of Corcoran’s drive and what she can offer to the legions of entrepreneurs today.


Some other highlights from the interview

On the future of brokers:

The brokerage business was changed the minute the Internet was born… It took the power of information, which is what the broker had the best of — that was their lock and key — and handed it right to the consumer. It took the emphasis off information. And it put the total emphasis on quality of service.
What will happen with the 6% commission? I’d be a fool to say it will stay as it is. But how far it might erode? I don’t really know. I’m not a fortune teller.

On what it’s like seeing signs for the Corcoran Group everywhere, but no longer having any say in its operations.

How do you just stop caring? You can’t do it.

I walked past our Madison and 89th office only two days ago. It was about 5:00 at night. I was annoyed that there were no fresh mums in those planters I had picked out. And so what did I do? I had them delivered anonymously the next day. And the guy planted them up for me.

Little nutsy, but walking by there, I thought: “Where are the bright yellow mums?”
So you don’t ever give up ownership of the association. It’s like your kids left town. But you’re always their mother.

But one other thing that drives me crazy, people constantly say, “Oh, I just bought an apartment from your firm.” That used to be the best news. I’d hug them and thank them for the commission. Now it’s, like, “Ah, crap.” I pretend I’m happy but I’m miserable. Another lost commission. That drives me crazy. Happens all the time.

On how she hires (and how the people she’s investing in should hire):

Who did I look for in a partner? Someone who was opposite. that’s how I met [early Corcoran President] Esther Kaplan, the most … organized, the most detail-oriented, the most controlling person I’ve ever met in my life.

And the bigger the business gets, the more it’s gotta look like a giant crayon box with a million different colors. That’s what gives the business its substance.
Most people like to hire pals that they get along with that are similar to themselves. Always the wrong call.

The first call I’m making on all 26 people I’ve invested in is what are their strengths? I’m listening with ears wide open to see what they do well. And then the next step I’m doing is convincing them they need help and who they oughta hire for help… every one of my most successful businesses from Shark Tank, the seven big winners to date, have opposite personalities at the helm.

On why a show about business investing is a hit
I think it’s inspirational. [People are thinking] I don’t wanna work for somebody. I wanna be in business for myself. And they’re coming up with ideas. And that’s why you see more kids on that show.

Written by youryblog

October 16, 2014 at 6:30 PM

Re-Post: The End of Agile: Death by Over-Simplification

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The End of Agile: Death by Over-Simplification

Copy for my students from:

(I afraid to lose it) Posted on by

hypeThere is something basically wrong with the current adoption of Agile methods. The term Agile was abused, becoming the biggest ever hype in the history of software development, and generating a multi-million dollar industry of self-proclaimed Agile consultants and experts selling dubious certifications. People forgot the original Agile values and principles, and instead follow dogmatic processes with rigid rules and rituals.

But the biggest sin of Agile consultants was to over-simplify the software development process and underestimate the real complexity of building software systems. Developers were convinced that the software design may naturally emerge from the implementation of simple user stories, that it will always be possible to pay the technical debt in the future, that constant refactoring is an effective way to produce high-quality code and that agility can be assured by following strictly an Agile process. We will discuss each one of these myths below.

Myth 1: Good design will emerge from the implementation of user stories

Agile development teams follow an incremental development approach, in which a small set of user stories is implemented in each iteration. The basic assumption is that a coherent system design will naturally emerge from these independent stories, requiring at most some refactoring to sort out the commonalities.

However, in practice the code does not have this tendency to self-organize. The laws governing the evolution of software systems are that of increasing entropy. When we add new functionality the system tends to become more complex. Thus, instead of hoping for the design to emerge, software evolution should be planned through a high-level architecture including extension mechanisms.

Myth 2: It will always be possible to pay the technical debt in the future

The metaphor of technical debt became a popular euphemism for bad code. The idea of incurring some debt appears much more reasonable than deliberately producing low-quality implementations. Developers are ready to accumulate technical debt because they believe they will be able to pay this debt in the future.

However, in practice it is not so easy to pay the technical debt. Bad code normally comes together with poor interfaces and inappropriate separation of concerns. The consequence is that other modules are built on top of the original technical debt, creating dependencies on the simplistic design decisions that should be temporary. When eventually someone decides to pay the technical debt, it is already too late: the fix became too expensive.

Myth 3: Constant refactoring is an effective way to produce code

Refactoring became a very popular activity in software development; after all it is always focused on improving the code. Techniques such as Test-Driven Development (TDD) allow refactoring to be performed at low risk, since the unit tests automatically indicate if some working logic has been broken by code changes.

However, in practice refactoring is consuming an exaggerated amount of the efforts invested in software development. Some developers simply do not plan for change, in the belief that it will always be easy to refactor the system. The consequence is that some teams implement new features very fast in the first iterations, but at some point their work halts and they start spending most of their efforts in endless refactorings.

Myth 4: Agility can be assured by following an Agile process

One of the main goals of Agility is to be able to cope with change. We know that nowadays we must adapt to a reality in which system requirements may be modified unexpectedly, and Agile consultants claim that we may achieve change-resilience by adhering strictly to their well-defined processes.

However, in practice the process alone is not able to provide change-resilience. A software development team will only be able to address changing system requirements if the system was designed to be flexible and adaptable. If the original design did not take in consideration the issues of maintainability and extensibility, the developers will not succeed in incorporating changes, not matter how Agile is the development process.

Agile is Dead, Now What?

If we take a look at the hype chart below, it is sure that regarding Agile we are after the “peak of inflated expectations” and getting closer to the “trough of disillusionment”.


Several recent articles have proclaimed the end of the Agile hype. Dave Thomas wrote that “Agile is Dead”, and was immediately followed by an “Angry Developer Version”. Tim Ottinger wrote “I Want Agile Back”, but Bob Marshall replied that “I Don’t Want Agile Back”. Finally, what was inevitable just happened: “The Anti-Agile Manifesto”.

Now the question is: what will guide Agile through the “slope of enlightenment”?

In my personal opinion, we will have to go back to the basics: To all the wonderful design fundamentals that were being discussed in the 90’s: the SOLID principles of OOD, design patterns, software reuse, component-based software development. Only when we are able to incorporate these basic principles in our development process we will reach a true state of Agility, embracing change effectively.

Another question: what will be the next step in the evolution of software design?

In my opinion: Antifragility. But this is the subject for a future post

What about you? Did you also experience the limitations of current Agile practices? Please share with us in the comments below.

Written by youryblog

August 29, 2014 at 3:07 PM

What To Do When A Colleague Tries To Sabotage Your Career (

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Some papers are very good. This one is really good. I was several time a victim of a Sabotage and found that when you work in a large corporations you can be sabotaged easily. We work with humans and humans have a lot of bad habits and weaknesses.

The full article is below, just in case if the original disappear from the original website.

When A Co-Worker Tries To Sabotage Your Career

A 45-year-old IT professional—let’s call him Dave—and his co-worker were both up for a promotion. “It was a coveted spot, with compensation around $400,000,” explains career coach Connie Thanasoulis-Cerrachio. “The co-worker started to plant things in Dave’s head, like ‘I think the manager is saying this,’ or ‘I heard someone say that.’ Dave, an already insecure guy, started to unravel. He’s not working there anymore and is currently looking for a new job.”

In the workplace you’ll encounter the good, the bad and the ugly, says Thanasoulis-Cerrachio, the co-founder of SixFigureStart, a career coaching firm.“Some co-workers are really good and you can count on them at all times. Some are bad, which means they just don’t know what they are doing and they make mistakes. Others are ugly, meaning they are out to get you.”

We’re not talking about a co-worker who takes credit for your work or occasionally alienates you in the office, says David Parnell, a legal consultant, communication coach and author. “Career sabotage is a different animal altogether, generally rooted in Machiavellianism, revenge or malice.” The underlying intentions are insidious and quite threatening, he says.

Alexander Kjerulf, an international author and speaker on happiness at work, says if a colleague consistently withholds critical information, shoots down your ideas in meetings, starts rumors about you, refuses to help or give advice, or tries to make you look bad in front of the boss—you’ll want to watch out. “Something ugly is happening,” Thanasoulis-Cerrachio says.

Other signs sabotage may be in the works: You don’t receive a promotion or responsibilities you logically should have gotten; cold or averse behavior from management that is (seemingly) out of nowhere; sudden and unexplained alienation by individual co-workers or even entire cliques; or unwarranted and continuous kind behavior from someone that was formerly aloof, ambivalent or even aggressive, Parnell says.

Why might a co-worker try to sink your career?

“One reason is that most workplaces prize individual achievement over and above anything else,” Kjerulf says. “The person who gets the bonus is almost always the one who gets the best results for himself, not the one who goes out of his way to help others. This encourages competition and makes people try to hold others back.”

Others might try to sink a co-worker’s career because they feel threatened. “It could be that they are intimidated by you and your talents,” Thanasoulis-Cerrachio says. “They may want your job outright, and making you look bad may allow them to get their foot in the door.”

Kjerulf adds: “If someone is struggling at work and feels insecure in their job, they might react by also trying to bring down others.”

And finally, we have mean-spirited people. “They have no empathy and thus have no compunctions about sabotaging a co-worker if it will advance their agenda,” Kjerulf says.

Luckily, this isn’t common in most workplaces.

Parnell believes that much of the reported ‘sabotage’ is little more than rationalizations, self-handicapping or outright denial of shortcomings. “Protection of our self-esteem is a top priority at the subconscious level. Cognitive dissonance swirls around personal failings and often it is more palatable to displace blame into the ether rather than into one’s lap.”

Thanasoulis-Cerrachio says: “I think it’s the exception when someone will go out of their way to sink your career. But unfortunately it does happen to unsuspecting individuals who work hard and think the best of others.”

In Pictures: What To Do When a Co-Worker Tries to Sabotage Your Career

If you suspect a colleague is trying to sink your career, here’s what you’ll want to do:

Don’t assume bad intentions. “I believe that we should be extremely careful and never assume bad intentions from the start,” Kjerulf says. “If that co-worker is ignoring you, he could be sabotaging you–or maybe he’s just really busy or he’s having a bad day”

Give people the benefit of the doubt. If we all run around mistrusting others, we end up creating a miserably unhappy business culture. You’ll want to be absolutely sure that your colleague is trying to hurt your career before you go any further.

Be alert. If curious things are happening at work—like you didn’t get that raise you were promised or colleagues start acting differently around you—you’ll want to think about whether someone might be out to get you (or your job).

“Sabotage is usually a calculated, strategic methodology,” Parnell says. “Gossip, an evolved method of safely leveling the power of alpha leaders, is usually the weapon of choice for a saboteur. Unfortunately, due to unwritten social contracts in the workplace, the subjects of gossip are usually the last to hear it. So if sabotage is at your doorstep and you’re not actively looking, you can easily miss it. The best way to remedy this is to set your radar for signs of you-centric gossip.”

Confide in a co-worker. “Talk to some co-workers you trust,” Kjerulf says. Without vilifying the co-worker you think is trying to harm your career, explain how you see things and ask for their opinion. “Maybe you’re completely off base and hopefully they’d be able to tell you so.”

Thanasoulis-Cerrachio agrees. “Having an objective ear is vital here.”

Take notes. Keep notes on what is happening so things are clear, in case you end up talking to your boss or HR about the situation, Thanasoulis-Cerrachio says. Also save all related e-mails.

Confront the culprit. Once you’ve discovered that you are a target, consider yourself warned and take action to mitigate any damages, Parnell says. “One of the best ways to protect yourself is ingratiation. Guilt, empathy and sympathy are powerful motivators and the most direct way to extract them is by befriending your saboteur and gaining a position within their camp. While on the face this may seem weak, some of the most powerful nations in the world use this very method to infiltrate and overcome an enemy.” In the words of Michael Corleone, “Keep your friends close and your enemies closer.”

Kjerulf suggests you say something something like: “I’ve noticed that whenever I send you an e-mail asking for help, you never reply. Also, in our department meetings you criticize my ideas very harshly. It’s been making me feel pretty bad. Can we talk about this?”

Don’t sabotage the saboteur. If you suspect someone is trying to sabotage your career, be the bigger person. “Don’t be that person who sabotages others,” Kjerulf says. “Make it a priority to be there for your co-workers, to always be willing to help, to offer advice and to help them do better work and have more fun on the job—no matter how they treat you. If we all go in with that attitude, we’ll create much happier and more profitable companies.”

Take it to your manager or HR. If all else fails and you’re not able to resolve the issue on your own, take it to your manager or Human Resources department.

Keep your options open. If a situation is toxic and isn’t improving, perhaps you shouldn’t be there. “A smart person always has an updated resume and is always networking to find better positions,” Thanasoulis-Cerrachio says.

Written by youryblog

February 15, 2014 at 6:42 PM

Posted in Management

Why Few Want to Be the CIO Anymore Computerworld, December 16

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Why Few Want to Be the CIO Anymore
Computerworld, December 16

In a Computerworld survey of 489 IT professionals conducted in August and September, only 32% said that they aspire to become CIO in the future. Politics, relatively low pay and a lack of prestige all register as deterrents. Yet there’s another reason for this shift in career thinking. Technology professionals are being recruited to work in marketing, logistics and other functions outside of IT as technology becomes more deeply embedded in virtually every aspect of the business. That trend is expanding the IT career path horizontally and creating multiple career bridges across organizations.

Many IT professionals today are spurning the CIO role because of the comparatively low status that the title carries at most companies. If people are going to work hard toward getting a C-level title, they want it to mean something. What a lot of people see is that CIOs don’t wield either the power or authority commensurate to a C-level title. Another big disincentive is that the office politics of the CIO role are perceived as endless and there’s not a lot of room for CIOs to push back against requests – companies simply want their systems to work.

The politics and power struggles don’t go unnoticed by the rank and file: IT staffers say they can’t help but notice how much time the CIO role requires. Many IT professionals, especially younger people, are unwilling to trade off having balanced work and home lives for the pursuit of the top spot. At the same time, an IT career path is no longer a straight career path. CIOs from healthcare, financial services and manufacturing tell a similar story. Fast-changing business processes, the need for speed, consumers’ appetites for customization, and ever-mounting government and industry regulation are all working to complicate day-to-day business. What they need internally are people in IT with business knowledge and deep industry expertise.
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Written by youryblog

January 7, 2014 at 6:15 PM

Management and CS/IT Job related

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  1. Employees don’t leave Companies, they leave Managers (YB: good article by  Brigette Hyacinth).
  2. Published on: January 6, 2017 | Last Updated: January 6, 2017 11:45 AM PST Is B.C.’s tech sector about to hit a wall? Supply of top tier talent tight
  3. Very useful tools for anonymous voting: – it was pretty easy to set up. Here’s a link to some other possibilities
  4. There are apps allowing you to use your cell phones instead of actually getting the physical clicker device. is a common site used by instructors.
  5. 7 Lies Employers Use To Trick You Into Working For Them
  6. Why Canada is failing at tech Ryan Holmes | July 10, 2013 8:00 AM ET
  7. Education and Job Opportunities in STEM, 2008 Philip Levis, February 2, 2012
  8. Analysis: The exploding demand for computer science education, and why America needs to keep up
  9. Computer science enrolment low, despite opportunities
    University of Windsor student lands lucrative job with Google before graduation
  10. Give Me a Break! : Authorized leaves of absence under BC Employment Standards
  11. Thanks For Your Job Offer, but No Thanks

  12. You Only Live Once, So Do It Warren Buffett’s Way
    Posted: 08/28/2014 8:55 pm EDT Updated: 08/28/2014 9:00 pm EDT

Written by youryblog

August 2, 2013 at 12:31 AM