Earlier quoted context omitted.
A lot of what people think of as "technology" is actually this knowledge. Your friend has lots of experience. There's people they know and trust to do certain tasks. Those people know other people who know how to solve this or that problem. They know their gear and are constantly experimenting with new gear and getting to know it. You could gather all the "technology", all the equipment, all the cables and boxes and…
Yup. The term “tribal knowledge,” is used as a pejorative, in tech architecture, but I have found it to be the “magic ingredient” to really successful endeavors. I worked for a corporation that is over a hundred years old, and is absolutely dripping with “tribal knowledge.” They regularly accomplish stuff that is considered nearly impossible. But “tribal knowledge” basically means that you need to keep employees arou…
Re: An Unreasonable Amount of Time
#61I see this misunderstanding all the time. A manager (people manager or project manager) gets bent out of shape because person X can do something and person Y with the same job title can't do it. Sometimes this is for bad reasons: poor documentation practices, or person X protecting their turf or their job security by hoarding information. But just as often it's because person X has a ton of relevant knowledge and experience that is a great asset to the company, and person Y maybe has less experience, or their experience and knowledge are concentrated in a different area. Often the fault is with the people or project manager, who is failing in their responsibility to understand and manage the company's talent effectively.