This is the blog of Ronald Bartels that wanders on and off the subject of problem management (that is how it started), but it is best described by Ray who says this is Daddy's thoughts! Like the best music is from the Eighties and a wee dram helps in solving most inconveniences.
Tom's Top Ten Things Executives Should Know About Software
A friend of mine is an accountant at a large company. The CEO and
other executives don't know what accounting is, and that's OK. Everyone
works around it. OK, that's a lie. No company like that exists. I
do have a friend, however, who is a software engineer at a large
company where the CEO and other executives don't understand software.
They don't understand what is reasonable to expect software to do, how
it is made, how software projects are managed, or how a web-based
service is run. That isn't something that employees can "work around." Maybe that was OK years ago, but it isn't OK now. In fact, my advice to this friend was to start sending out her resume. Many
companies that don't think of themselves as software companies are
finding that software is a key component of their operations. If
executives and management do not understand how software is made, they
will be ineffective compared with those who do. This will either limit
their careers or negatively affect their company's performance. Either
way, they're doomed. (You don't have to take my word for it: Gartner
predicted that 50 percent of CIOs who haven't transformed their
organization's capabilities by 2020 will be displaced.) In
this column I list the things that "executives who get software"
understand in an effort to help those executives and managers who have
found themselves in this new world. The list is not exhaustive, as the
full list could fill multiple books, but it is based on a very
unscientific poll of my friends in the industry.