The Magician’s Dream

I wrote this in September 2013 when the dreams of yieldmore were exploding and I had just been asked to grow in the mould of the VP Technology at my 3rd company.

In another 100 years or so, the craze to use technology to be well off monetarily has worn off. We have started to use technology to explore the human potential, liberate the life divine. We are no longer driven by fears or greed and have matured in a peaceful harmonious way.

IAN) I may be crazy, but better crazy than hopeless. Besides if the approach is practical enough, why worry the end goal. We all get a little more involvement in work, get better paid, less stressed and have better quality of life. I’d like to show the western world we still know a thing or two about running companies and maximizing gain.
To break the current cycle early and offer employees the chance to grow with as little hindrance and negativism as possible. To become good at identifying and attracting individuals who can bring the most growth to our company. To become good at transforming companies in this fashion to liberate more and more people that way. To help employees develop as individuals and find their right place in the grand scheme of things.

YieldMore in the WorkPlace, Sep 21 2013

The Magicians Woes

Engineering is the most creative process once you learn the language. There is no subject the engineer doesn’t neebefd to be intimately familiar with. And if he does his job properly, his presence is never felt, but his product evokes a smile from its user.

I was fortunate to spend 6 years coding for fun everyday then a year learning css before my first job. The detail that went into the projects featured on my college portfolio would make any 10 year old Tech Lead proud.

Charles Babbage and Alan Turing may have done more for mankind than Galileo and Shakespeare. And the Inventor of the semiconductor may have triggered a revolution in industry whose consequences are as far reaching as The Renaissance and the French Revolution.

When Neil Armstrong took his little step and Edgar Mitchell set out to find the Flame Imperishable, they only impelled us to push the bounds of our Skillful Art and Artful Skill.

I ask only what matters at the end of life. BJ Miller made that plea to every working professional in the entire world to struggle to answer the question of the human riddle and put their talents to meaningful use.

So today I have a skill that took 30 years to hone (I began with BODMAS and LOGO in 1st standard) but I refuse to code if I dont see the outcome fitting into the BIG PICTURE. I want to be remembered as the cranky artist who wanted everything in the SCRUM Backlog to unravel the meaning of life. Why do only the developers have the Ajile board? Why not the Leads and the CEOs? Where do the intangibles like

  1. what is the plan to keep everyone motivated?
  2. why aren’t projects running on time?
  3. does sales really know what they are doing or how the product works?
  4. did we ever communicate the KRAs and KIAs? Is the personnel department managing the professional development programme?
  5. why is it one firefight after another? what are we doing to avoid piss poor performance?
  6. are the presales teams setting unrealistic expectations?
  7. how do we become a lean, mean fighting machine?

If the artist sees no one RTFMing or reading books like the Five Pillars of TQM, he eventually draws into a shell. Don’t let this happen to your company because only the artist can save you. Now you know me, the magician’s woes. What are yours? And how can we work together to change the equations, all 100 of them?