WB claims, and will probably reply to the effect, “we are a fast paced, 24/7 entrepreneurial business” – that is a merely a smokescreen for the chaotic approach and the lack of any project disciplines to delivering multiple concurrent , and occasionally conflicting, initiatives.
Some members of the IT leadership team have a Victorian workhouse management style (“it has to be done - just work harder”) with a refusal to adopt any means of project planning, resourcing or analysis. Requirements are made up on the fly, if at all, with key functionality only acknowledged at release with a panic to then deliver retrospectively.
The CIO initiates many projects with no clear brief, and engages solutions with no apparent understanding of the current situation, and is moving to a top heavy management structure (“look at my empire”) but with no backfilling of resource to deliver projects resulting in a massive backlog of overrunning projects
Too many managers, within and without IT, have a vested self interest in prompting their own agendas with no consultation and little awareness of current workloads, prerequisites and dependencies.
Some of the IT managers support a bullying culture by excluding other team members from projects and a refusal to offer the learning opportunities necessary to support the “career progression” offered in the job descriptions.
