alt Hacker NewsThe trick is to align with how corporate leadership defines "crucial" and not the way a "crank turner" defines it.
A crank turner thinks having a solid platform to stand on, a long crank arm and good lubrication is crucial. Because those things ARE crucial to crank turning.
Corporate management is looking at the machine the crank is attached to and thinking if that machine is going to produce the company's next quarter of growth.
The machine you crank could even be very profitable right now, but it's not where the company is going. Here's an easy to follow example from a smallish business:
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Interesting video, but it doesn't really apply to this discussion. The author stated that he kept everyone employed through the transition. He saw an area to grow his business into, and transitioned the Etsy staff to it. (As opposed to laying them off.)
One thing I don't understand is why he didn't sell the Etsy part of his business.
Yes, you're both right.
mittermayr: My other points explain why just being in the most critical role isn't a guarantee. I also pointed out that "foolish management can still goof and let you go."
That being said:
> and much to my surprise, how often the org can actually survive through such disaster cuts regardless, even though they'll end up at a worse place than they were at before, but the simple act of surviving it -- at that point -- is enough of a success to continue onwards.
mittermayr: Either this is foolish management, or you're misinterpreting the situation. If the company believes that, in the end, it's successful, then how can you argue that the company isn't? Can you provide an example? Otherwise, you might be misinterpreting the situation, and it's what pbronez says is "The machine you crank could even be very profitable right now, but it's not where the company is going."