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Re:Square’s Growth Framework for Engineers and Engineering M... by humanrebar on Thursday July 25, 2019 @08:19PM (#20531192)
> Managers have more autonomy and more control.

Sometimes. I've seen orgs where middle management was not allowed to delegate enough, either by culture or by tools. The net effect was a schedule full of catch-ups and backlogs full sign-offs without much actual input into what they spent their days doing or thinking about.

Re:Square’s Growth Framework for Engineers and Engineering M... by taneq on Thursday July 25, 2019 @11:43PM (#20532195)
I'm guessing that working as an engineer at one of these orgs would have been far worse. (Unless it's one of those rare cases where management's so tied up in its own bureaucracy that the tech team gets to run itself.)
Re:Square’s Growth Framework for Engineers and Engineering M... by humanrebar on Friday July 26, 2019 @12:08AM (#20532282)
I've seen it go both ways. Being able to change teams or projects without a lot of drama seems to help a lot.

Good engineers are always hard to hire, bring up to speed, and retain. Especially ones who want to deal holistically with the existing team and system instead of narrowing in on certain approaches.