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Comment Re:Nope... Nailed It (Score 4, Insightful) 186

Yeah, my company does that.

75 features to be implemented by the end of the quarter.

2 weeks in, cut it down to 50

1 month in, cut it down to 20.

Actually deliver 12 features.

Planning & prioritization are all over the place for the first month. And code freeze is 2 weeks into the second month.

Every single quarter. Why don't the people expecting 75 features every quarter get fired?

I'm just glad I'm not a developer here.

Comment Re:There's not a lot to say, this is scummy (Score 5, Informative) 299

You might want to go read this:
http://pando.com/2014/11/17/th...

Back in 2012, Paul Carr first raised serious concerns about the company’s view that both riders and drivers are disposable commodities in an all-out Randian battle to maximize profits. He uninstalled the app when he wrote that piece, and he started a drumbeat of press around these concerns.

Then, in 2014, Carmel DeAmicis exposed that an Uber driver accused of assault had a criminal record that should have been uncovered by the background checks Uber claimed to do. She further documented a “blame the passenger” culture at the company when such complaints came up.

It started to snowball: An investigation at The Verge exposed cut throat competitive tactics that the company has taken against its primary competitor Lyft.

Then, a few weeks ago, I wrote a story about the outrageous sexism woven deeply into the culture of the company. We’ve seen it in the company’s PR team discrediting female passengers who accuse drivers of attacking them by whispering that they were “drunk” or “dressed provocatively.”

We’ve seen it in CEO Travis Kalanick’s comments that he calls the company “boober” because of all the tail he gets since running it.

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