Are people bad at their jobs or are the jobs just bad?

Customers and investors ask for delivery timelines and amount of resources invested on major features or products, and you need to give an accurate-ish answer, and you as a company will be dealing with hundreds if not thousands of features depending on size.

In that kind of a situation, the only way you can get that visibility is through JIRA (or a JIRA type product), because it acts as a forcing function to get a defensible estimate, and monitor progress.

Furthermore, due to tax laws, we need to track investments into features and initiatives, and JIRA becomes the easiest way to collect that kind of amoratization data.

Once some AI Agent to automate this whole program management/JIRA hygiene process exists, it will make life for everyone so much easier.

I’m shopping for some good or service. I see different offerings. Usually I have little capacity to judge them. Companies aren’t transparent. Reviews are rigged. Recommendations are based on profit rather than quality. If I don’t have some personal knowledge of the thing, it’s really hard to tell what’s what.

What do I do? Well, I usually pick the cheapest one. Might as well. If I spend more, it’s likely to be the same or even worse, so it’s just a waste.

Do people not talk to the contractor?

I remember riding along in a taxi, sitting up front, having a conversation about how he used his taxi license to get around the anti uber laws (that have since been repealed) in my state.

I talk to the guys who I hire online. We often end up working out a deal behind the platform. I once hired a bloke to help move stuff out of my garage, and we talked about how he is having a hard time saving money after moving here to study, which is why he was taking airtasker stuff.

Yes, on problems that exist at the scale of one or intelligent, educated, experienced, and dedicated human (or maybe up to 3-5), an individual or small team will run circles around a business. You can have a top-notch CEO and COO and HR manager and six program managers (each with zero domain experience other than running a Jira board) and four dozen junior consultants who memorized just enough to pass the interviews and an art department and sales and finance and IT. For some problems, that whole $50M enterprise will be utterly demolished by a couple of determined engineers.

Likewise, a monarchy with a wise, benevolent, and just king can flourish, whereas a corrupted and bureaucratically entangled democracy is woefully inefficient.

But if you want your kingdom to last more than two generations before succumbing to a greedy monarch, or want your enterprise to solve bigger problems that don't decompose nicely to small ones, to vertically integrate huge manufacturing systems and scale out to billions of units, the only method that works is the inefficient one. And it does work!

The basic idea is that the only viable way to administer a complex and heterogenous system like a massive corporation is to simplify by enforcing “legibility” or homogeneity. Without this, central control becomes far too complex to manage. Thus, the simplification becomes a mandate, even at the cost of great inefficiencies.

What makes the book particularly interesting is the many different historical examples of this phenomenon, across a wide array of human endeavors.