A little bit about the brain drain

    Quite interesting is the burning excitement experienced by many domestic leaders when it comes to competition with a Western employer for engineering personnel.

    There are quite a lot of discussions on the topic “insidious Western corporations are buying our brains”, but it seems to me that the correct formulation of the problem is different: “Russian management cannot withstand competition with foreign”.

    Why is it that engineers are in demand, and the “effective managers” who manage them are of no interest to anyone?

    Of course, there are exceptions, I'm not going to argue with that. The purpose of my post is not to smear everyone with brown paint, but to tell about my view on the reasons for the extremely low level of production and managerial culture in modern Russia.

    In fact, it applies to almost all industries, it is simply easier for IT specialists to change their domestic employer to Western or Eastern.

    In post-Soviet times, the idea of ​​a leader as a person who derives material and other benefits for himself solely due to his position in the administrative hierarchy has taken root in the mass consciousness. That is, we are talking more about a feudal lord than a qualified manager. While in some other cultures there is a notion of a manager as a person who organizes processes and is personally responsible for the results of these processes.

    Among other factors, it is extremely unpleasant for a qualified specialist to work under the direction of a person who, excuse me, doesn’t understand very well, not that subject area, but even what an “order”, “order”, etc. At least at the level of foreman of military service ("The order is formulated clearly, concisely and clearly without the use of wordings that allow different interpretations ...").

    Let me give you a couple of ordinary examples, and especially not from the IT field, in order to emphasize precisely the managerial component.

    Not so long ago I ordered myself a supply ventilation with installation.

    A man came to measurements without any understanding what to do at all. It turned out that he was a subcontractor who was told that it was necessary to drill the walls for the ventilation system. But its equipment is not intended for drilling holes of such a small diameter, in addition, it can not be used in residential premises. A qualified engineer with extensive experience in installing industrial systems clearly felt at ease: he looked helpless, because I could not solve a rather simple problem and wasted my time on leaving.

    The “manager” who sent him there is completely incompetent as a manager. Obviously, the order that he gave was something like: "Uh, well, this one, in short, you need to put a stitch at such an address." While I, an ordinary consumer, immediately explained that drilling a hole with a diameter of 100 mm in a brick wall of a residential building with a thickness of 70 cm is required, with a slope of about 3-4 degrees at the height of the 4th floor, and therefore an aerial platform is required during installation, and t .d.

    This is a fairly typical case. The problem is not that the "manager" does not understand anything in ventilation systems or does not understand anything in the installation technology. In principle, he does not understand what an “order”, “order”, “instruction” is. And this misunderstanding does not cause him the slightest discomfort.

    Another example is from the industry that we are so fond of being proud of and often set as an example - the raw material industry. Oil field in the North. There is a process of bringing the well to the mode. The chief is in a hurry and gives the order to increase the speed of the pump, qualified operators refuse, citing the fact that this is not necessary, because a number of technological errors were made. The boss begins to be rude, they remind him that in this case, according to the regulations, it is the duty of the technologist and chief engineer. As a result, the chief engineer with the technologist increases the speed and burns the pump for several hundred thousand dollars. The reason is the inability of the technical management to correctly interpret the sonar data (roughly speaking, the pump was immersed in paraffin foam, and not in the well fluid, for this reason it was deprived of cooling, and it’s clear what happened next).

    Here we see not just incompetence in a specific subject area, but also the inability to delegate a decision to a qualified specialist. And also irresponsibility, since no one was punished for causing the company millions of losses.

    I see such examples almost every day and I can write more than a dozen such stories, the common feature of which is the incompetence of the leadership and the absence of any sanctions against management. That is, we are not talking about isolated cases, but about a very specific management culture. And if this culture cannot compete for qualified manpower neither with America, nor with Europe, nor even with Asia, then maybe it’s not in the reel of the insidious West?

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