A parallel problem is immigration and, as the top comment pointed out, cheap credit encouraging vacancy.

Even for a standard engineer, think how many you know can code well, be leaders, AND can write good documentation.

For most things, it's always a "pick 2 out of 3" situation.

I would argue that this is the problem unto itself. The idea that a manager can work invisibly "behind the scenes" to create these conditions is the squarest negative stereotype of the MBA - that they are clerical, remote, number-crunchers who don't have an intuitive human grasp of the unique challenges their teams face, because they lack experience where the rubber meets of the road of their organization. I think this Boeing case conforms to this stereotype, as does my personal experience.

But I don't believe they're a scourge, or anything. I quantified it with "a lot" but not "most" ;)

1. Meetings to "align"

2. Cracking the whip.

That's it. That's all they have. They have poor insight into creating team chemistry, culture, focused work environments, mentorship, long-term planning, QA processes, sourcing efficiency feedback, etc. - all those things that are crucial to boosting productivity and creating supersonic teams. The people that really know their stuff and can work miracles are people that have been in the trenches for 20 years, regardless of profession. And they hands-down make the best managers.

That's my honest 2 cents, it's a bit of disgruntlement from working in large enterprise environments with engineering and technology.

Working prototypes trump all theory.

I heard all silicon valley gurus stating they were "bearish on VR, bullish on "AR". This proliferated as a mantra throughout the industry. I thought they were wrong then, and believed the opposite - because I had a working VR headset that was awesome, but had only heard somewhat meh things about existing AR prototypes.

Until great AR hardware comes out, I'm still sticking with the same opinion.

For example, Napoleon's first big break came not particularly from outstanding competence but because, in the midst of the french revolution, all reputable officers had fled for the hills in fear of getting guillotined. Napoleon was one of the only halfway competent officers still around in Paris, so they picked him for a mission where he performed heroically.

Additionally, the myth that Napoleon only slept for 4 hours a night is both true in false. It's literally true, but he was known for falling asleep in the middle of roundtable meetings, and all those who were afraid of him didn't dare wake him - so his lieutenants just sat in silence for an hour while he dozed off!

Lastly, his infamous defeat in Russia was initially a sound plan - he was going to capture Moscow and spend the winter there - and he actually defeated the Russian army in combat, forcing them into a retreat. What was incredibly audacious of the Russians was that they burned their own capital city to the ground in order to prevent Napoleon from wintering there, which was incredibly brutal and unexpected. It's like the modern equivalent of American military command nuking NYC to prevent its federal gold reserves from being taking.

i.e. http://taotajima.jp/

Examples of a contractor here would be: hiring a third-party graphic designer for a few months while you ramp up hiring at a startup.

I.e. climate denialism is usually an expression of anti-establishmentarianism married with a fear of downward mobility.

...yeah. It taste like a slightly better quality hershey's bar, definitely not a $10 bar of chocolate. I was kind of floored, it was actually pretty bad.