Are we talking like product managers? Because I’ve worked at a company where the CEO or CTO can just saunter over and talk to you, and I prefer having someone in between us to deflect pointless toil.
CEO after a project has been worked on for 18 months: “had a chance to check it out over the weekend, my wife doesn’t really like green, can we change that?”
This is a real thing that happened to me, after a CEO ignored a product that we had worked on for years - yeah why would he have any knowledge it was just the entire reason for the company to exist.
There were 700 interconnected parts, many partnerships, many other businesses, many layers of approval, dozens and dozens and dozens of specs approval rounds that were signed off by dozens and dozens of people.
1500 hours of meetings which you can extrapolate into 10,000 person-hours of meetings and post-meeting analysis.
“My wife doesn’t like green”. Like 2 days before a critical milestone on a project with 50,000 visual assets.
What the hell is with people like you who refuse to acknowledge a valid point, and you deflect with this idiotic “you could just not look at the problem” mentality
Are we talking like product managers? Because I’ve worked at a company where the CEO or CTO can just saunter over and talk to you, and I prefer having someone in between us to deflect pointless toil.
CEO after a project has been worked on for 18 months: “had a chance to check it out over the weekend, my wife doesn’t really like green, can we change that?”
Literallyy
I am drawing from personal experience.
This is a real thing that happened to me, after a CEO ignored a product that we had worked on for years - yeah why would he have any knowledge it was just the entire reason for the company to exist.
There were 700 interconnected parts, many partnerships, many other businesses, many layers of approval, dozens and dozens and dozens of specs approval rounds that were signed off by dozens and dozens of people.
1500 hours of meetings which you can extrapolate into 10,000 person-hours of meetings and post-meeting analysis.
“My wife doesn’t like green”. Like 2 days before a critical milestone on a project with 50,000 visual assets.
it’s really difficult to like a green that isn’t reflected by living matter.
It… Is?
Emerald, jade, dollar bills, everyone hates those.
At least they were honest about their reasoning so you could just ignore it, right?
What the hell is with people like you who refuse to acknowledge a valid point, and you deflect with this idiotic “you could just not look at the problem” mentality
? Me people ? What kind of people ? What point ?
Either I’ve misread your comment or you’ve misread mine, because I thought we were agreed that CEO overreach is asinine.
Product managers tend to be useless in large groups, but a good product manager is worth their weight in Iridium.
It’s basically the upper end of the Peter Principle.