> In large tech companies, this fact is a trap for competent but unagentic engineers. They see an infinite queue of tasks that they’re capable of doing, and they start delivering a stream of marginal improvements to a particular subsystem. From their perspective, it feels like they’re crushing it. After all, they’re putting out work at their top speed: no downtime, no waiting on other teams. But they’re not doing their actual job, which is to deliver the most value they can to their company. From the perspective of their manager and skip-level, they’re not getting anything done.
I strenuously disagree with this premise, not because I don't think this ever happens (it definitely does!), but because it's not the responsibility of an individual contributor to attempt to divine the organisation's priorities: that's a core management function.
My employer buys forty hours of my time each week. It's my employer's responsibility to allocate tasks to me in order to best suit the organisation's needs and goals. Recently, I spent an entire week waiting for a specific person to review my code. It's my responsibility to (tactfully) inform my managers of this problem, but it's not my responsibility to solve this problem on my own initiative. The person might have a temporary backlog of tasks, they might be dealing with personal issues, they might have some workflow problems: in some of these cases, the root cause is something I shouldn't know about.
This isn't to say that I'm just the monkey at the bottom of the tree being shat on by those further up: I do pass my (frequently misinformed) opinions and observations up to my managers, but it's up to them to decide whether and how to act upon them. They have more information - feedback from more people for a start - and consequently can make better decisions than me.
If you feel that you have to fight your organisation to serve its needs, something has gone seriously wrong - possibly with you, but more likely with the organisation itself. Organisational pathologies are themselves Chesterton's fences - they exist for some reason, even if the reason is stupid - and are consequently difficult to fix. Perhaps making things difficult for you makes things easier for everyone else. Perhaps fixing the issue will involve so much change to the way the organisation is managed that it's actually better to leave things as they are.
> It's my employer's responsibility to allocate tasks to me in order to best suit the organisation's needs and goals.
I don't disagree that your personal employment relationship is like that, but keep in mind that you are describing only you here.
Contrast with another example: It is my employer's responsibility to describe the organization's needs and goals, and to give me the freedom and leeway to figure out how to best accomplish them according to agreed-upon measures.
> because it's not the responsibility of an individual contributor to attempt to divine the organisation's priorities: that's a core management function
The trope that ICs are incapable of understanding and balancing business interests against their wishlist of work items is just a cope that incompetent management chains tell themselves, because they need to believe that there’s something that they’re providing to the team that it won’t get elsewhere. The fact of the matter is that understanding your project in depth does not cause myopia. Big tech is fat with managers who provide absolutely nothing to their teams, other than filling a management req which was conjured up out of thin air. The best teams have technical leadership and work relatively autonomously.
I strenuously disagree with this premise, not because I don't think this ever happens (it definitely does!), but because it's not the responsibility of an individual contributor to attempt to divine the organisation's priorities: that's a core management function.
My employer buys forty hours of my time each week. It's my employer's responsibility to allocate tasks to me in order to best suit the organisation's needs and goals. Recently, I spent an entire week waiting for a specific person to review my code. It's my responsibility to (tactfully) inform my managers of this problem, but it's not my responsibility to solve this problem on my own initiative. The person might have a temporary backlog of tasks, they might be dealing with personal issues, they might have some workflow problems: in some of these cases, the root cause is something I shouldn't know about.
This isn't to say that I'm just the monkey at the bottom of the tree being shat on by those further up: I do pass my (frequently misinformed) opinions and observations up to my managers, but it's up to them to decide whether and how to act upon them. They have more information - feedback from more people for a start - and consequently can make better decisions than me.
If you feel that you have to fight your organisation to serve its needs, something has gone seriously wrong - possibly with you, but more likely with the organisation itself. Organisational pathologies are themselves Chesterton's fences - they exist for some reason, even if the reason is stupid - and are consequently difficult to fix. Perhaps making things difficult for you makes things easier for everyone else. Perhaps fixing the issue will involve so much change to the way the organisation is managed that it's actually better to leave things as they are.