keredson

I mean, if it worked for CVS... =D

and mandates that virtually all new projects not directly use borg/kubernetes.

you are right. made worse because there's an internal rule that you can't ever have two versions of a library in the monorepo ant the same time. it has to be one giant CL for the entire migration company-wide.

OS updates are important sometimes. Security and all...

or you have crappy code that can only handle a dozen RPS. [facepalm]

thanks! yeah, lower-right corner. i added a walk-through that highlights it to help. =D

Yep. There is more than one terrible way to run a business.

KR stands for "Key Result". They're definitely not "things you do to achieve your goal".

That's kind of the point of OKRs (in theory): To stop upper managers from dictating process to lower managers. (Which is a big problem.) Instead, ignore their process and evaluate them on how well whatever process they chose delivered. IE, give someone an objective, let them find their own solution, and evaluate them on only how well it worked.

OKRs in practice look suspiciously like waterfall software development. When you find yourself assigning ICs programming tasks by economic quarter, you've f-ed up.

That's in theory. In practice I knew of no ICs w/o OKRs assigned to them.

"Management [...] wants something that works and delivers economic value for customers and will help them continue to innovate and deliver EVA for them in the future."

You're confusing "owner" with "manager". Most managers just want to get promoted, which usually means increasing their HC/budget, making sure credit for a project's success is their's, failures are blamed on others, getting trendy internal projects, doing endless re-orgs (knowing they'll move on before any true costs/benefits are realized), etc. "Economic value for customers" is an afterthought at best.

(Speaking as a former very-large-company manager.)