[jeremiep]

I had the same impression reading the intro; I was done after reading about Agile and consultants. In every single instance I've seen these two combined, mediocrity followed. Even in the cases where they thought they had agility the results were still terrible and unproductive.

Most of the time its people not understanding the tech they're trying to use and instead of spending the time to learn it they look for something they already know how to use or they'll pay someone to do the thinking for them which usually overlooks most of the company's context. I know I'm grossly generalizing but that's the trend I've seen so far.

They'll bash on Git for not being enough like SVN, bash on GitHub/GitLab for not having the same workflow of the previous tool. But will happily pay $200 an hour for someone to tell them what to use/do even if they end up making terrible decisions.

[sopooneo]

A thought just come to my head... For a lot of dev departments at non-tech companies, might consistent mediocrity be an improvement? If management is used to disaster at every turn, and then they hire some consultants, and then things are just lousy all the time, might that not count as a legit win for the consultants?

[jeremiep]

That's what I meant by "overlooking the company's context".

I think the case you describe is where consultants can be a net win, for the very reason you mentioned: dev departments at non-tech companies. These companies are usually happy with "its quirky but works" software since it gets the job done and allows them to focus on their core skills. There's nothing wrong in not having programming as your core expertise.

What I was describing is my experience seeing consultants and Agile brought in at companies where software development is their main area of expertise.