I have about 7 minutes to knock this one out before the bus comes. The editorial board at the nytimes weighs in this morning on the healthcare site. But if you’ve never worked in corporate America on an project that requires IT, you may miss the subtle nuances of that kind of experience.
From what I’ve seen, there are usually a couple people waaaaaaaaaaayyyyyy down on the totem pole who know what’s going on and how to fix it, or want to take a new approach and have spent 6 months carefully identifying bottlenecks and opportunities.
The problem is that no one will ever hear from these people. That’s because they have to fight two management structures. They have to fight the IT management structure, which is full of borgs and vogons, and they have to fight the executive structure, whose business appears to be positioning on a status and power ladder.
To make any effective changes, the person who knows the answer has to get his expertise percolated up to the point where these two structures meet, and that is about 6 or seven levels up from where he or she sits. The borgs aren’t going to do anything without a change log thingy and the most political person in IT is, well, political. So, it’s his business to tell his mirror in the executive side that everything is peachy keen and people are working on it. The person on the executive side is covering his ass.
No one is going to put their necks on the line for the poor schlub in the trenches. Ell have meetings and tasks will be assigned but the real problems will likely not be addressed any time soon. Mostly, people just learn to live with it and find workarounds until a new contractor is brought in to design a whole new system.
The problem may very well be that there are too few full time employees ensuring the continuity of the code and coherence of the system and the MBAs are getting in the way because without systems to manage, they would have no purpose in life.
Filed under: General