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david/2021/11/05/index.html
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| <a href="/david/" title="Aller à l’accueil"><svg class="icon icon-home"> | |||
| <use xlink:href="/static/david/icons2/symbol-defs.svg#icon-home"></use> | |||
| </svg> Accueil</a> | |||
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| <p class="center"> | |||
| <a rel="prev" href="/david/2021/11/03/" title="Publication précédente : Composants">← Précédent</a> • | |||
| <a href="/david/2021/" title="Liste des publications récentes">↑ En 2021</a> | |||
| • <a rel="next" href="/david/2021/11/06/" title="Publication suivante : Client">Suivant →</a> | |||
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david/2021/11/06/index.html
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| <title>Client — David Larlet</title> | |||
| <meta name="description" content="The central cause of the failure was another anti-pattern, CEO as Customer. And it turns out that a company that can’t invest in the quality of its mainline product, won’t invest in the quality of its replacement, either. That’s a management anti-pattern, and starting over with new people and a blank piece of paper doesn’t change management. Only management can change management."> | |||
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| <h1>Client</h1> | |||
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| <a rel="prev" href="/david/2021/11/05/" title="Publication précédente : Palimpseste">← Précédent</a> • | |||
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| <blockquote lang="en"> | |||
| <p>The central cause of the failure was another anti-pattern, <strong>CEO as Customer</strong>. And it turns out that a company that can’t invest in the quality of its mainline product, won’t invest in the quality of its replacement, either. That’s a management anti-pattern, and starting over with new people and a blank piece of paper doesn’t change management. <mark>Only management can change management.</mark></p> | |||
| <p><cite><em><a href="http://raganwald.com/2021/10/28/the-inner-osborne-effect.html">The Inner Osborne Effect</a></em> (<a href="/david/cache/2021/a98225895499217f24a9e081c2684dc4/">cache</a>)</cite></p> | |||
| </blockquote> | |||
| <p><abbr lang="en" title="Chief Executive Officer">CEO</abbr> comme client < Comité directeur comme client < Équipe de développement comme cliente < Équipe produit comme cliente < Interviewé·es comme client·es.</p> | |||
| <p>Étonnamment, entre le biais de sélection et la transformation des personnes recrutées, « Client comme client » est très difficile à atteindre.</p> | |||
| <p>À moins d’être son propre client.</p> | |||
| <nav> | |||
| <p class="center"> | |||
| <a rel="prev" href="/david/2021/11/05/" title="Publication précédente : Palimpseste">← Précédent</a> • | |||
| <a href="/david/2021/" title="Liste des publications récentes">↑ En 2021</a> | |||
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david/2021/index.html
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| <h2><a href="/david/2021/11/05/">Palimpseste</a> (2021-11-05)</h2> | |||
| <h2><a href="/david/2021/11/06/">Client</a> (2021-11-06)</h2> | |||
| </main> | |||
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david/2021/sources/2021-11-06 - Client.md
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| # Client | |||
| > [en] The central cause of the failure was another anti-pattern, **CEO as Customer**. And it turns out that a company that can’t invest in the quality of its mainline product, won’t invest in the quality of its replacement, either. That’s a management anti-pattern, and starting over with new people and a blank piece of paper doesn’t change management. ==Only management can change management.== | |||
| > | |||
| > <cite>*[The Inner Osborne Effect](http://raganwald.com/2021/10/28/the-inner-osborne-effect.html)* ([cache](/david/cache/2021/a98225895499217f24a9e081c2684dc4/))</cite> | |||
| <abbr lang="en" title="Chief Executive Officer">CEO</abbr> comme client < Comité directeur comme client < Équipe de développement comme cliente < Équipe produit comme cliente < Interviewé·es comme client·es. | |||
| Étonnamment, entre le biais de sélection et la transformation des personnes recrutées, « Client comme client » est très difficile à atteindre. | |||
| À moins d’être son propre client. | |||
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david/index.html
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| <a href="/david/2021/11/01/">Inaccessible</a>, | |||
| <a href="/david/2021/11/02/">Réflexion</a>, | |||
| <a href="/david/2021/11/03/">Composants</a>, | |||
| <a href="/david/2021/11/05/">Palimpseste</a>. | |||
| <a href="/david/2021/11/05/">Palimpseste</a>, | |||
| <a href="/david/2021/11/06/">Client</a>. | |||
| </p> | |||
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david/log/index.xml
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| <link href="https://larlet.fr/david/" rel="alternate" type="text/html" /> | |||
| <link href="https://larlet.fr/david/log/" rel="self" /> | |||
| <id>https://larlet.fr/david/</id> | |||
| <updated>2021-11-12T12:00:00+01:00</updated> | |||
| <updated>2021-11-13T12:00:00+01:00</updated> | |||
| <author> | |||
| <name>David Larlet</name> | |||
| <uri>https://larlet.fr/david/</uri> | |||
| </author> | |||
| <rights>Copyright (c) 2004-2021, David Larlet</rights> | |||
| <entry xml:lang="fr"> | |||
| <title type="html">Client</title> | |||
| <link href="https://larlet.fr/david/2021/11/06/" rel="alternate" type="text/html" /> | |||
| <updated>2021-11-06T12:00:00+01:00</updated> | |||
| <id>https://larlet.fr/david/2021/11/06/</id> | |||
| <summary type="html"> | |||
| <blockquote lang="en"> | |||
| <p>The central cause of the failure was another anti-pattern, <strong>CEO as Customer</strong>. And it turns out that a company that can’t invest in the quality of its mainline product, won’t invest in the quality of its replacement, either. That’s a management anti-pattern, and starting over with new people and a blank piece of paper doesn’t change management. <mark>Only management can change management.</mark></p> | |||
| <p><cite><em><a href="http://raganwald.com/2021/10/28/the-inner-osborne-effect.html">The Inner Osborne Effect</a></em> (<a href="https://larlet.fr/david/cache/2021/a98225895499217f24a9e081c2684dc4/">cache</a>)</cite></p> | |||
| </blockquote> | |||
| <p><abbr lang="en" title="Chief Executive Officer">CEO</abbr> comme client &lt; Comité directeur comme client &lt; Équipe de développement comme cliente &lt; Équipe produit comme cliente &lt; Interviewé·es comme client·es.</p> | |||
| <p>Étonnamment, entre le biais de sélection et la transformation des personnes recrutées, «&nbsp;Client comme client&nbsp;» est très difficile à atteindre.</p> | |||
| <p>À moins d’être son propre client.</p> | |||
| <hr/><p><a href="mailto:david@larlet.fr">Réagir ?</a></p></summary> | |||
| </entry> | |||
| <entry xml:lang="fr"> | |||
| <title type="html">Palimpseste</title> | |||
| <link href="https://larlet.fr/david/2021/11/05/" rel="alternate" type="text/html" /> | |||
| @@ -678,23 +695,6 @@ | |||
| <p><cite><em><a href="https://www.nytimes.com/2021/10/01/world/europe/portugal-vaccination-rate.html">In Portugal, There Is Virtually No One Left to Vaccinate</a></em> (<a href="https://larlet.fr/david/cache/2021/e5fef8a04d9f54759de9aa3f2ac8aa1c/">cache</a>)</cite></p> | |||
| </blockquote> | |||
| <p>Différents pays, différentes cultures, différentes stratégies. Je trouve ça fascinant à étudier, essayer de comprendre pourquoi est-ce que ça fonctionne ou échoue, ici et là. Est-ce que les personnes qui ont du pouvoir auront ce recul en d’autres temps&#8239;?</p> | |||
| <hr/><p><a href="mailto:david@larlet.fr">Réagir ?</a></p></summary> | |||
| </entry> | |||
| <entry xml:lang="fr"> | |||
| <title type="html">Lenteur</title> | |||
| <link href="https://larlet.fr/david/2021/09/29/" rel="alternate" type="text/html" /> | |||
| <updated>2021-09-29T12:00:00+01:00</updated> | |||
| <id>https://larlet.fr/david/2021/09/29/</id> | |||
| <summary type="html"> | |||
| <blockquote> | |||
| <p>L’exercice est chronophage, épuisant, voire frénétique&#8239;; et le rythme de publication est difficilement tenable, autant pour la personne qui écrit <mark>que pour celles qui lisent</mark>.</p> | |||
| <p><cite><em><a href="https://journal.loupbrun.ca/n/115/">Médias lents</a></em> (<a href="https://larlet.fr/david/cache/2021/3054ce1e0493f7b36260a04b5a0fc043/">cache</a>)</cite></p> | |||
| </blockquote> | |||
| <p>C’est une question que je me pose souvent vis-à-vis du rythme, il y a une certaine brutalité à asséner des articles quotidiennement. Je sais que certaines personnes avec lesquelles j’interagis sont à la peine de garder ce rythme et la <a href="https://larlet.fr/david/2021/01/01/" title="PresQuotidien">publication décalée</a> me semble aider. Les contenus sont là, rarement dans un <em>tempo</em> critique.</p> | |||
| <p>Ils seront probablement accessibles pour quelques années, la lecture peut être quotidienne mais pourrait tout aussi bien être hebdomadaire ou mensuelle. C’est notre soif d’être à jour, d’avoir une pastille d’agrégateur à zéro, qui peut rendre ce rythme intenable. En un sens, le flux <strong>pérenne</strong> peut aider à une gestion personnelle en stock, apaisée, où l’on vient picorer régulièrement (en n’étant pas trop regardant·e sur <a href="https://larlet.fr/david/2021/02/28/" title="Constance">la qualité</a>). Et je me trompe probablement, il doit y avoir des pratiques dont je n’ai même pas conscience, je serais curieux de connaître la vôtre cher·e lecteur·ice.</p> | |||
| <p>Quant à mon propre épuisement, il me semble être plus salutaire qu’autre chose. Une fois l’éponge pressée, elle redevient disponible. Tel un écureuil, je me nourris des graines des autres, j’en déplace, j’en cache, j’en plante et je suis parfois surpris que ça puisse pousser… me créant un nouveau terrain de jeux.</p> | |||
| <hr/><p><a href="mailto:david@larlet.fr">Réagir ?</a></p></summary> | |||
| </entry> | |||
Chargement…