| > Networks don't magically appear, you need to work on building them. It would seem that people in technical fields often have problems with this kind of skill, and need help to improve it. Fortunately we have these things called jobs where we have this great opportunity to be exposed to people like that. > As to your second sentence, what on earth are you talking about? On why structured hierarchies are successful. > You already have it with architects, leads, principals and others These roles don't make business happen top-down. They'll be kind of useless in a room without someone driving vision and direction and, you know, deciding what's good business and watching cash flow. > The problem is too much bureaucracy. Says every engineer that's never been a manager. Like it or not, bureaucracy is the natural friction that occurs from competing priorities and limited resources, and no amount of smart "self-starter" engineers is going to change that. How do we know this? Point out the number of successful companies based on either approach. We like to call this empirical evidence. |
I do own my own company though, and have hired 5 people so far. Its not a lot, but I have managed people in the past as well. Do not assume things about people.