Why business can’t make technical specialists responsible for IT?
And why building an IT architecture is inseparable from business
In this video, we wanted to explain what this channel is about. As well as give a more accurate depiction of our target audience.
It may come as a surprise for many people, but our channel is not for techies!
Currently, there is a serious lack of qualified IT specialists on the market. As a result, the role of experts is oftenly taken by people with very little experience.
Those who looked through an article on Reddit,
watched a good case being implemented,
took an online course, sometimes calls themselves as “an architect”.
As for senior-grade specialists, the market overheating makes them less interested in development necessary for business. Cost-effective and easy-to-support solutions fits the business needs look in CV not as impressive as trendy technologies and major brands.
The chances of finding a manager with a fundamental knowledge of engineering and business management is close to zero, no matter how much you are ready to pay. Some business owners shift the responsibility for IT effectiveness to CTO and product owners, and very often it’s just rerouted to regular engineers.
Hi! My name is Andrey Putin. In this video we will discuss who exactly is responsible for the architecture and whether it is possible to separate the process of building a business from building an IT architecture.
But let me start from the disclaimer. My surname is Putin but I am strongly against the Russian invasion in Ukraine. Fragments of bombs that more than 2 weeks are exploding in Ukraine right now, tear our souls apart. The current crisis proves once again how important it is to know history, how dangerous is an autocrat with an army, and how important democracy and education is. I don’t support Vladimir Putin nor that war. Nowadays in Russia even the slogan "No to war" falls under criminal law, but I cannot stay silent.
I've been in IT for more than 26 years, and our company was founded 8 years ago.
During this time, we’ve advised dozens of companies. We implement IT-related process-based management, new HR processes and our teams whose sitting is over there, executed hundreds of mid and enterprise-sized IT solutions.
Every month we check a thousand candidates for various positions, with no more than two of them passing the final selection. And we can say for sure that we have a very clear understanding of what kind of expertise you can or cannot buy on the market.
It often happens that c-level have a lack of fundamental knowledge of engineering and how it fits to business management. Developers are quite expensive and are usually interested in deepening their knowledge or studying some trendy technologies that makes their CV looks prettier. The company's strategy is poorly aligned with real IT projects implementation, software poorly aligned with each other.
You expect technologies to increase revenue growth or cost reduction.
Instead, you are facing cost increase, chaos in processes and loss of trust in managers.
Engineers implement complex and expensive projects, while business is aiming at improving the processes.
Additionally, nowadays it is not easy to talk with IT about business processes and goals: the market overheating makes it almost impossible! You want to talk about processes and efficiency, but engineers speaks with you about “which color the button has to be”.
"Ah, are you scolding me for the underperformed business goals?
I have painted my part of the fence very carefully, so I think I'll go to another company, who's gonna pay me more. !!! And it's a great chance to try the new brushes”.
There is another problem we come across quite often - they cannot accept the fact that it's not the problem of business requirements, but of their lack of software engineering principles.
Some will delve into yourself and admit the failures, but most on overheated IT job market will choose to change the employer! And the disadvantages of their monstrous solution will turn to a story of glory and success in their CV."I have implemented Data Lake! With machine learning!" Sounds cool, right? Meanwhile, for your company it was a pure waste of time and annual budget. And eventually, it ended up as Data Swamp. But no one will mention it during the next job interview, and no HR specialist are skilled enough to find it.
We often see BOTH excessively complex solutions and completely meaningless projects that look like an injection into a prosthesis.
To achieve business goals, the IT design and organizational changes must go hand in hand. On current job market state we see no way except increase of understanding in engineering fundamentals on top and middle managers, and knowledge how it fits on a management. Convey law, Domain Driven Design, Service Oriented Architecture - it’is all more about how business works, and less - about writing a code.
Now anything can be classified as IT! There is no separate IT and no separate MBA. Business should understand the fundamental laws of software development, whereas techies should take the business strategy into account. If it sounds reasonable to you, hit subscribe button.