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" The managers simply didn't notice, and didn't care that the software was late and/or non-functional." So then maybe it wasn't important?
(I don't know, i'm just suggesting maybe this goal was not as important to the business as you think it was. :P) "let the managers run the company into the ground." Look, if you escalate stuff up your chain, and the answer comes back "no, please do what they are telling you", then either do it, or find another job. Otherwise, yes, you are "difficult to manage"
The fact that you think it's running the company into the ground is an opinion, and one apparently not shared by the people responsible for directing work. So while you are welcome to shout such a thing from the rooftops, if you don't actually do what you are supposed to be doing (and note, very carefully, what you are supposed to be doing is not what you think is the right thing, but what the business thinks is the right thing), you are difficult to manage. |
This was for a small company (<100 people) with good visibility from sales to engineering.
The main customer who comprised a good chunk of sales had hard requirements for the software. Both in terms of functionality, and in terms of deadlines.
They came close to being missed because the managers spent their time focussing on "fun" and "pet" projects, for 1/10 of the revenue.
What I find most disturbing about your comments is the implicit assumption that managers know best, and that engineers should shut up. There is no question that incompetent managers exist.
A knee-jerk response of "maybe managers know best" is perhaps best answered by "maybe they don't".