This works as intended to alienate people who can’t keep the commitments they make. Both by actively eliminating them and passively making it a painful place for them to work.
The people who can keep commitments they make would enjoy working there.
I’m sure once they’ve developed a track record of keeping the commitments they make, it won’t be as draconian as it seems.
However this disincentivizes the often productive approach of “throwing your hat over the fence” so to speak and committing to something you may not already know is achievable.
Perhaps clearbit’s business model doesn’t hinge on their employees driving innovation and they need more predictable results at a reliable cadence.
This approach doesn’t work for everyone or every company. This seems to be by design.
> suggests that half of all large IT projects—defined as those with initial price tags exceeding $15 million—massively blow their budgets. On average, large IT projects run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted. Software projects run the highest risk of cost and schedule overruns.
So, either this clearbit management magic makes all the normal scaling and estimation problems go away magically, or it is a really toxic management approach.
If you’re not sure you can deliver something, don’t commit to it. Instead, provide confidence levels, increase confidence by doing the riskiest bits earlier, and give frequent status updates.
Effective management - both by the manager and the managed - is about avoiding such zero sum games. Look for the win-win and do your best to deliver it.
The people who can keep commitments they make would enjoy working there.
I’m sure once they’ve developed a track record of keeping the commitments they make, it won’t be as draconian as it seems.
However this disincentivizes the often productive approach of “throwing your hat over the fence” so to speak and committing to something you may not already know is achievable.
Perhaps clearbit’s business model doesn’t hinge on their employees driving innovation and they need more predictable results at a reliable cadence.
This approach doesn’t work for everyone or every company. This seems to be by design.