>We, as in the IT industry, need to come up with a culture or methodology of 'declaring a product complete' whereby all product managers are gracefully allowed to move on and a product is put into a state of stasis, where bugfixes and the occasional relevant feature is built. If a product was not designed to show intelligent recommendations, use gamification or become a notification dashboard then that should be bared from ever appearing in its Backlog.
This is impossible for other reasons. When you are feature-developing a product, you will hire tons of employees, and then what do you with them when you are done with the feature development? Fire them? Lay off? When has that ever happened? Bugfixing, even if complicated takes less people than peak scale high growth development and nobody wants to maintain old cruft or refactor anyway. (cough HR cough). I'm willing to bet no company has ever downsized after feature development finished, they either go insolvent after they bolt on the kitchen sink or become IBM.
The real solution seems to be hiring a good, but sustainable sized team that you can maintain perpetually, but that never happens because your competitors will outgrow you if you do that. (Especially salespeople) We don't live in an economy of rational growth, because you'd be living on the streets if you tried to do that.
(Also remember if I'm not wrong GE pre-merger made most of its money from financing, it's not a problem unique to the computer software/hardware industry)
This is impossible for other reasons. When you are feature-developing a product, you will hire tons of employees, and then what do you with them when you are done with the feature development? Fire them? Lay off? When has that ever happened? Bugfixing, even if complicated takes less people than peak scale high growth development and nobody wants to maintain old cruft or refactor anyway. (cough HR cough). I'm willing to bet no company has ever downsized after feature development finished, they either go insolvent after they bolt on the kitchen sink or become IBM.
The real solution seems to be hiring a good, but sustainable sized team that you can maintain perpetually, but that never happens because your competitors will outgrow you if you do that. (Especially salespeople) We don't live in an economy of rational growth, because you'd be living on the streets if you tried to do that.
(Also remember if I'm not wrong GE pre-merger made most of its money from financing, it's not a problem unique to the computer software/hardware industry)
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