This is the case in all of our major customer engagement software development organizations. You have a stack of management layers that do very little. Nearly all nepotism appointees. As far as I can tell the only qualification metric for these roles is “will this person answer my phone anytime I want”. They do not need to know actual functional system design. They do not need people skills. Most struggle with the native language. You could slash all of these layers, replace them with more competent external hires. Pay those external hires MORE money, and still save money holistically because it would enable teams to actually instantiate vision and execute on it. If VZ does not do something about this middle mass of management layers; we will never innovate or create a single experience that delights our customers and that is just a fact. These hires in the Associate Director to VP layers are the weakest point in the entire company, for the business units I mentioned at the beginning of this post.
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The biggest issue is they reward lies. TL claims they know about ai, better give him a raise. They don’t give a sh-t about relevant things or even sales at this point.
None of the leads in the cssc have a clue about AI. They’re a joke and their ignorance shows whenever I have to deal with them.