

Yeah, even having learned to explain this shit in the IT Consultancy language of “supply contracts” and “mission critical”, it’s still not guaranteed that I’ll convince a manager to avoid or at least account for the higher exposure to outside risks when subcontracting certain things.
Nowadays, with 3 decades of experience in the Industry, I honestly think that the majority of managers, no matter how high in a company, are either incompetent as fuck or simply manage with as priority maximizing their next bonus in the full knowledge that they’re leaving traps for the next one to solve and if they do blow up during their own time, they’ll still personally end up better off by going for bonus-today-problem-tomorrow than refraining from doing so.



I think that there are roughly 4 causes:
I would say that nowadays in management the first one is a pretty small fraction of it (except maybe in the less prestigious and less paid low level management positions) because people are rarely “promoted from the ground floor” nowadays and hiring for more prestigious positions is very heavy on the impression people project, so most of the problem are numbers 2 and 3 plus a bit of number 4.
Number 4 is especially pernicious because it means that once an institution is managed at the top level by people who do not recognize the importance of certain skills in management (like caring about and understanding risk analysis) it tends to mainly hire people who are the same for other management positions and even for replacements for the top job - people who don’t think a certain skill or mindset is important for the job are not going to have as a hiring criteria that candidates have such skill or mindset.