So much of the white collar work is frankly a bit performative in general, and doing it well versus doing it badly versus not even doing it at all is sometimes not at all possible to tell.
Thanks to mismanagement, people are brought in “in case they might be useful” a bunch of material is produced that is beyond the ken of the management who just smiles and nods because they have no idea.
Witnessed a group manage to coast on doing effectively nothing for over a year on “we are going to do analytics in the cloud” as executive after executive sagely nodded. New executive came into the fold and got the same pitch and said “ok, fine, but what analytics, with what data sources, what do you expect to get out of it?” In a rare moment of competence an executive actually dared to figure out something instead of just smiling over the buzzwords. That same executive was gone within 3 months, because broadly speaking this was a problem for his peers that mostly operated by buzzword alignment.
There’s a mountain of internal project document material that must be created, but is never used, because of processes where non-technical executives imagine they can review a technical design as long as it isn’t “code”, or that they can fire their coders and replace with new coders if they can reference some ‘non-code’ document to help.
GenAI may be pretty bad, but depressingly it might not matter given how much pretty bad stuff is already out there.
Nah, that rank and file workers will go and the leadership will happily let genai keep doing performative bullshit that doesn’t matter and claim it’s like super important
So much of the white collar work is frankly a bit performative in general, and doing it well versus doing it badly versus not even doing it at all is sometimes not at all possible to tell.
Thanks to mismanagement, people are brought in “in case they might be useful” a bunch of material is produced that is beyond the ken of the management who just smiles and nods because they have no idea.
Witnessed a group manage to coast on doing effectively nothing for over a year on “we are going to do analytics in the cloud” as executive after executive sagely nodded. New executive came into the fold and got the same pitch and said “ok, fine, but what analytics, with what data sources, what do you expect to get out of it?” In a rare moment of competence an executive actually dared to figure out something instead of just smiling over the buzzwords. That same executive was gone within 3 months, because broadly speaking this was a problem for his peers that mostly operated by buzzword alignment.
There’s a mountain of internal project document material that must be created, but is never used, because of processes where non-technical executives imagine they can review a technical design as long as it isn’t “code”, or that they can fire their coders and replace with new coders if they can reference some ‘non-code’ document to help.
GenAI may be pretty bad, but depressingly it might not matter given how much pretty bad stuff is already out there.
Makes sense! So your theory is leadership will fire themselves and replace themselves with genai, keeping the rank and file workers?
Nah, that rank and file workers will go and the leadership will happily let genai keep doing performative bullshit that doesn’t matter and claim it’s like super important