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by danny_taco
1426 days ago
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I was at Accenture Digital, now rebranded as Accenture Song, when Hertz was a client in our office. Most projects had the same issues. I was hired as a developer to work on the front-end of a very ambitious app for one of the biggest oil companies in the world. One year later we delivered a crappy single page app, a relational database and some data pipelines, and in exchange we billed them no less than 20 million. I think I mentally checked out at 6 months in when I realized I couldn't fight against the current. Management was incompetent, half of my team mates had no experience or ability to work as software developers, and all the individual contributors were the ones with the pressure to deliver and work on weekends. Yeah, I'm not going to work extra hours because you don't know how to say no when the client tells you they want this extra feature and they also want to cut down the timeline. The only reason these companies are successful is that the top execs are friends with the other execs at fortune 500 companies so they mostly figure out a way to spin it as a success so everyone gets their bonuses even if no value was created. |
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It is so bizarre that blowing $20M on a large, complex project that obviously fails can be rebranded as success. Its harder to pull that off with smaller projects and less stakeholders, but if a project is big enough, you can obfuscate the details and make it look like a win.