Does anyone else wonder this?
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I like when FLMs and SLMs attempt to engineer a solution during the actual TF report-out meeting. Imbeciles.
Task force and Dungeon- two words that upper management loves to hear. So the FLMs and middle management shove them down everyone's throat. Most of the time, it's complete waste of everyone's time sitting through useless meetings everyday.
too many clowns addressing their opinions, cause every opinions. you have have respect the diversity and inclusive
requires a lot of minions to execute good/bad experiments (cause noone know what is the right things to do)
then their managers wants continuous updates and progress made
so they turn to TF mode
Incompetence
Thanks for the reminder! I just assumed TF stood for “Totally F’d” mode 🤣
I never understood why, when people address a problem, having a "daily sync" makes management scream that not enough is being done. But having a "task force" makes them blissfully happy.
You must be talking about Fab 12 litho area.
TF is needed for slackers to work and do something useful, for managers to show they are driving the issue and create attention
For any ex-Intel who is struggling to recall what TF is then it’s Task Force
And if you are struggling to recall then it implies your wounds from this toxic place have healed :-)
Ask where TF is daily, weekly and never ending?
Hmm perennial failing organization where strategy and execution aren’t aligned, sounds like the intersection of Accelerate and Foundry, FUBAR
Another phenomena is "dungeon", this is usually led by some of the great VPs and Principal Engineers.
The TF is just standard operations now. That’s why I had to leave the fab. You don’t get paid more to be in TF....you just get no sleep, ulcers and poor mental health.
Plain and simple - Poor leadership by management at all levels.
Planning and resource allocation
Because we have a lot of products which are either defective or we over commit features to customers. So then need to scramble to either fix and resolve the missing or broken features.
I’ve had to remind so many managers of this simple fact: If everything is high priority then nothing is high priority.