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> You need to have resilience and redundancy to deal with variability, but those cost money. Reiterating for truth, and also to expand upon the point: These are things that cost money all the time, but only pay off visibly in a crisis. And it has to be a crisis of the right kind (if your headquarters burns down in a wildfire, it won't help you to have 225% coverage on every role). So this makes it very difficult to justify to people who think only numbers—and only specific kinds of numbers—matter. But redundancy and resiliency, at least in most cases, also make the lives of everyone working there better. They mean, among other things, that if one person needs to get surgery, or take their child to the doctor, or just go on vacation, there's still enough people there to keep the work flowing smoothly. The people still there won't be hopelessly overloaded, the work will get done, and the one person who's out won't have a mountain of catch-up work to go when they get back. The only drawback is that it means you're paying people to work at a rate that means they regularly have downtime and aren't "fully utilized" constantly. (By definition.) |