I was recently put in charge of on-site tech services after a two year apprenticeship as the assistant. Surveying the mess left to me by my former boss, I’m amazed at how many open projects he allowed to grind to a dead stop on his watch. I suppose it shouldn’t come as too much of a surprise. Bloated from the effects of rapid growth, my company suffers from years of rampant position-creation and ill-considered solution grafts. Left to grapple with a culture of contradictory goals, incomplete training and an end-to-end process similar to Sartre’s “No Exit” (“hell is other departments”), I’m surprised my predecessor got anything done at all.
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