Читать книгу Fostering Innovation. How to Build an Amazing IT Team онлайн

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As the rules become stricter, the team slows down, and morale dwindles. When a team is not empowered, discretionary effort is gone. The mentality becomes, “If you treat us like babies, we'll act like babies.”

When morale drops, people will leave. In any economy, top IT talent is highly sought after, and they can find jobs outside of your company. When morale is low, top talent departs, and the downward spiral continues. As IT delivers less and less, more pressure is put on the CIO, and the screws are tightened another turn.

In an act of desperation, the CIO will cut corners. Usually, the first thing to go is quality assurance testing (QA). Testing is the last thing that stands between development and launching a solution that will be accessed by its users to do their jobs. Cutting corners on QA appears to save time and money, and by squeezing testing, you’re merely hoping to still ship a quality solution on time.

This is not a suspenseful story; we all know what comes next. The release is buggy, the users are frustrated by these defects, and the new features create havoc for the customers. Now IT is not just a burden on the bottom line—it is negatively affecting the top line. Fixing these bugs must become the CIO's full-time job, and the dream of being a strategic partner will have to be postponed. Top talent is redeployed to remediation, and the beautiful three-year Gantt chart is quickly turning from yellow to red because you can't move forward when your house is on fire.