Because I was assigned a front-end post after I came in, I spent a lot of time teaching myself the front-end, including HTML/CSS/JavaScript/jQuery/Vue/React, and also compiled a 60+ page system analysis report. I really feel that I have nothing to do recently, so I want to share what it's like to do research and development in central enterprises/state-owned enterprises! (Because I feel that my situation should be comparable to other units)
I can express my true feelings in three sentences: little demand for high quality, extremely slow self-growth and extremely low information status.
Why do you say that? First, analyze the demand sources of the information department. The information department is usually the cost center in enterprise positioning, and its demand generation mode is mainly from top to bottom. The will of the superior of the information department is to follow the will of the superior of the business department. In other words, in the whole group/enterprise, the information department, as a supporting department, needs to rely on external (business) development planning.
Of course, in addition to external needs, there are also some needs in daily operations that need timely response, but the proportion is very small. However, even if the source of demand depends on the outside, as long as there is demand, it is a good duck, but in fact, the demand that really falls into the hands of internal developers is extremely small. I have counted the annual development demand of a team (about 30 to 40 people) in my state-owned enterprise, which is about 200, of which the R&D demand of the self-developed team accounts for about 20%, which is about 200*0.2=40, with an average of 4 demands per month, plus the missed demand in signing outsourcing contracts and the unexpected demand in daily operation, the average demand per month is about 6. There are about 10 developers in a group, with an average of 1 demand per person per month. Even in some months, there is no need to make demands at all. These data are not much different from the actual workload of developers in the group.
It can be seen that the demand flowing into the self-research team is very few, and it is already a simple demand screened out in the early stage, so the demand for high quality is even less. It can be seen that it is a bit difficult to accumulate their own strength by relying on the quantity and quality of R&D demand of state-owned enterprises ~
The source of demand depends on external business departments, and the realization of demand depends on external outsourcing companies. It seems that the information department only serves as a bridge. From the point of view of input and output, it is inevitable for a group/enterprise to raise a group of people who are rich and can't do anything, and their status is extremely low!
But is there really no way to change the status quo? From a macro perspective, it is not difficult to think of the following two improvement directions:
1. Starting from the top: the Information Department actively participates in the business discussion and design of the group/company to improve its initiative and voice;
2. Start from the bottom: change the positioning of the information department as a big cost center, reduce outsourcing and improve the ability of internal personnel;
But the idea is always beautiful, and what contradictions exist in Kangkang's micro-level will know how difficult it is to implement:
1, the contradiction between pursuing project perfection and improving developer's ability;
It is uncertain whether the internal developers can support the smooth completion of the project. From the perspective of reducing risks and saving costs (short-term), the project is still mainly outsourced, and the opportunities for internal staff to exercise are reduced;
2. The contradiction between the uneven quality of developers and welfare benefits:
In order to solve the problem of personnel quality from the source, we must improve material incentives accordingly. If we don't improve material incentives, the quality of the team will never be improved, and we can't get rid of the situation of relying on outsourcing, and the ability to solve problems by relying on internal teams will be reduced accordingly.
3. The contradiction between the current situation of relying on outsourcing and improving the right to speak of departments;
The premise of improving the department's right to speak is that the staff in the department should be able to deeply understand the business and participate in the business development discussion from a technical point of view. At present, the key technical solutions and implementation and development experience are in the hands of outsourcers, so the information department has been weakened in both business and technology, and is inevitably regarded as a cost center.
To solve these practical contradictions, firstly, the information department needs strong courage and firm support, giving internal staff huge room for growth, which is obviously based on the style of state-owned enterprises seeking stability and the contradictions are irreconcilable; In order to solve contradiction 2, department leaders need firm support from superiors and long-term market vision. Based on the status quo of state-owned enterprises eating the same pot, the contradiction is irreconcilable; With the first two contradictions that cannot be solved, it is impossible to solve the third contradiction.
So, be sure to keep your eyes open. Doing R&D in state-owned enterprises is probably such a status quo. Maybe the status quo can be changed, but no one can predict the time and period of change. Therefore, for small partners who don't want to retire early, are willing to be mediocre, and want to explore the boundaries of their own values and abilities, when looking for a job, they should identify and avoid such organizations that can't improve their work ability, can't meet their salary and pay, and have a less positive team work atmosphere. If you are unfortunate enough to enter this kind of organization, you should stop loss in time according to your career plan to avoid wasting your precious time.
Rui Daglio once said, "Compared with failure, my fear of boredom and mediocrity is much more serious. For me, good things are better than bad things, and bad things are better than mediocre things, because bad things at least add flavor to life. " Now I accept mediocrity and mediocrity, and I am paying for another harvest, but this is definitely not my destination, but also the encouragement from every active partner! ! !