[ChuckNorris89]

Most semiconductor/electronics companies are not at all remote friendly, in the way you'd imagine, since, like you said, their core business is lab centered and focused on selling products you have to physically interact with, unlike the pure SW industry.

Some are however, remote friendly in the way that they do offer WFH options, but that means you live around the office/HQ for legal and security reasons and can WFH every now and then, with the agreemant that you have to show up at the office when required, not you get employed form anywhere in the world you happen to reside in and keep working from your living room, that's a no-go from the start for any established company in the semi field.

Also, most of them believe in a culture where shoulder-to-shoulder collaboration is key to development success and innovation, and having worked in the industry I have to agree. When the industry was forced remote kicking and screaming in 2020 "thanks" to Covid, morale and junior onboarding suffered a lot since the whole processes and culture was built on decades of shoulder-to-shoulder work where the only way to learn was, besides the necessary years in academia, to hang around seasoned graybeards and get your hands dirty with them vs self study with Googling the answers on stack overflow, so this process couldn't (management also didn't want to) suddenly uproot it and convert it to fully remote.

Basically, a material scientist, optics engineer or physicist would be at the core of the main money making products (lithography machines) and therefore be way more valued than SW devs which tend to be treated more as cost center in this industry (in general but can't speak for ASML), so if you like being at the core of the product and be treated like a rockstar, then I'd stay in the SW industry and avoid the semi industry all together (I worked 7 years as a dev in semi, before leaving it for good for the SW industry, but the graybeards I worked with in analog design with deep domain knowledge in RF were making bank and were pampered like rockstars, whereas SW and FW devs were treated like replaceable cogs that could be easily offshored without any losses).

[zogomoox]

Morale also suffered because of the push to implement Scaled Agile (SAFe) in the software teams.

[ChuckNorris89]

Yea, Agile in semi/HW industry is pure cancer. Innovations in this industry come as you let your engineers take their time to try out a million things that don't work in order to eventually, after months or even years, get to that one thing that does work, not by shoving them in the Agile meat grinder of daily standups, sprints, TPS reports, velocity charts, grooming meetings, etc.

Agile in HW only "works" when your company is a sweatshop, operating on low margins, bind by churning out commodity stuff in volume to demanding customers (i.e. Apple) on a strict cadence with the fear that if you don't deliver on time and under budget, then they go somewhere else, so you hire some Agile consultants to act as whip-crakcers and henchmen of management to make sure your devs are busy bees and ship, ship, ship.

I assume this is not the case with ASML (and maybe also with the likes of Nvidia, etc.) as they're the tip of the spear and so far ahead of the competition that they can take their time and charge however much they want and their customers have no other choice but to wait and pay up as there's nobody else to go to for competitive alternatives in the bleeding edge space.

[Someone]

agile with lowercase ‘a’ was defined for software development (https://agilemanifesto.org/), so you cannot blame it for not applying fully to hardware development.

The manifesto is extremely flexible, though (it doesn’t mention standup or fixed-length sprints, for example), so I think it can work for hardware, too, but you likely have to make the sprints longer and be more flexible in lengthening or shortening them to match reality, maybe do more documentation, etc.

I think ”half year sprints” loosely is how the Apollo program was run (https://en.wikipedia.org/wiki/List_of_Apollo_missions), certainly after Apollo 1, when they realized the schedule wasn’t the most important thing in the world.

https://en.wikipedia.org/wiki/Apollo_1#Program_recovery: “We were too 'gung-ho' about the schedule and we blocked out all of the problems we saw each day in our work. Every element of the program was in trouble and so were we.”

The dogma of Agile with a capital “A”, on the other hand, IMO, doesn’t work for anything, be it software or hardware.

[rektide]

Parent said Scaled Agile Framework, which is rather alike waterfall- top down management- with agile ceremonies.