[rwos]

> It's politically easier to bring on someone new, deal with the productivity hit, and then have them start addressing the systemic technical issues.

I can see the reasoning behind that and it would be wonderful if that tactic actually worked. In my experience however, it does not.

I work at a company that is heavily driven by a non-technical management. They don't understand the concept of "technical debt" and your characterization of how it is to work at such a company is _exactly_ like I have experienced it. But: the managers/MBAs/what-have-you at my company are not idiots. The problem is: if they bring in a new hire into a team (which happens fairly often, we went from ~100 engineers to more than 250 in 2011 alone), they also raise their expectations of said team's output.

The team-leads (which is the highest technical position in my company) do, of course, try to fight that back and try to use the plus in productivity for fixing underlying technical problems (of which there are plenty). Sadly, they have a hard time explaining even the productivity drop that stems from bringing the new team member up to steam. After that, there is just not enough argumentative leverage (I hope that's a term that exists) left to explain why we could not move even faster, now that we are one engineer more.

So, in the end we are exactly where we were - and find ourselves longing for another new hire to work exclusively on the technical debts.