On Dec 25, 2009, at 7:01 AM, Michael Dillon wrote: > It would be interesting to see what others have to say about this answer.
I think it's a pretty accurate summation of how these things work in a lot of big organizations, all over the world. There's a detrimental side to it, in that in the engineering org, the near-complete siloing away from ops can lead to an ivory-tower/King Canute type of mentality; in the ops org, this phenomenon in turn can lead to increasing frustration and lowered morale, which in turn leads to apathy and poor customer service. All too often, one ends up with mutually-hostile engineering and ops teams who waste time and energy actively working to frustrate one another's ambitions, rather than combining their efforts to design, build, and operate the best network possible. Which in turn leads to many of the frustrations experienced every day by the end-customer. ----------------------------------------------------------------------- Roland Dobbins <rdobb...@arbor.net> // <http://www.arbornetworks.com> Injustice is relatively easy to bear; what stings is justice. -- H.L. Mencken
