I had this experience in the US early in my software career. Supposed hardware companies didn’t see the value in software. As engineering leadership came up through hardware, they didn’t manage it well. Management pursued what they knew, and often the focus on hardware was at the expense of the user experience.
Now even in the US I think you see this with data. You see companies with managers brought up through software ranks that don’t understand how to measure and optimze systems and orgs with data (machine learning, but not only machine learning). They want to build complex software, often at the expense of the user experience, that just wants the thing that makes them think less…
Now even in the US I think you see this with data. You see companies with managers brought up through software ranks that don’t understand how to measure and optimze systems and orgs with data (machine learning, but not only machine learning). They want to build complex software, often at the expense of the user experience, that just wants the thing that makes them think less…