I manage a team of 21 developers,
All that and you still can't help bragging about how many people you've managed.
Clearly, you have never worked for a good manager. I'm sorry for you. Good managers do exist. As a manager myself
That's why you're not climbing the corporate ladder. Get more people under you ASAP. Learn to fight off your rivals. Or stay down.
I suspect is from sheer ignorance rather than any design to get more workers underneath them.
Wrong. Managers are always scheming to get as many people below them as possible. Claiming savings is an effective short-term strategy that only works in specific circumstances, and it only works as a strategy when it results in more people below you on the org tree.
In the end- good engineers with sufficient experience and support will get stuff working with any methodology. Bad ones or ones insufficiently supported will fail with any methodology.
So true. Same with programming languages, too. Good engineers solve problems in the constraints they are given.
They say that is the intent, but they have zero evidence that the reorganization will in fact lead to "moving faster."
Why do you think their intent is to move faster?
If managers can slow you down, then they need to hire more people below them. That is a promotion for the manager.
Managers are actively trying to slow you down.
Business consulting firms - Gartner, Forrester, and such need a new "silver bullet" program, strategy, plan,.... to sell to upper management.
They don't sell to upper level management, they sell to second tier management.
If you're second level, you need to make "positive changes" in the company to climb the ladder, but you aren't smart enough to think of those changes yourself. Gartner sells the plan to second level managers, who sell it to top level in hopes of getting promoted.
Gartner, Forrester, etc are in the "help second tier managers get promoted" business.
The problem with that is the skills needed to manage and the skills needed to do real work (let's take programming as an example) are pretty distinct.
Normally people become managers with zero training in management. It's not a high skill position.
If you want to manage, then this book will quickly get you into the 98th percentile of managers. Only 224 pages.
If you want to climb the corporate ladder, that is the difficult side of management. I don't know any good books about that.
Ageism is illegal. But that isn't stopping Fidelity from ditching the senior level staff to replace them with a bunch of greenies.
I think maybe you are joking. But in any case, I will offer some clarity:
There are rival interpretations that equally account for the experimental data, and some of them include randomness while others are purely deterministic.
For example, the Copenhagen interpretation includes randomness in the vector state collapse (the moment when a particle is "measured" by some interaction with another). Whereas pilot wave theory posits the existence of a zero-volume particle that had a specific position prior to this interaction (giving determinism back). These models differ in other ways of course, but the math DOES work and it covers the experimental data.
So the bottom line is that "quantum mechanics" does not automatically tell us whether or not the universe is deterministic at the "bottom layer." Plenty of scientists have all picked their favorite interpretation, but there is as of yet no experimental data that definitively eliminates the popular rival interpretations.
This is a good time to punt work.