Caput taught me more depressing truths about (at times clueless) software management and (consistently clueless) leadership in the around six months I spend there than all my litterature on the subjects ever did. But I'm not bitter, I'm grateful!
There's no better way of learning how to lead than to have the classic mistakes burned into your fabric like that. Sure, the burning was almost unbereable at times, but the scars will keep the lessons around for all eternity (hopefully).
Anyway, Caput won't be training any more battle-scared veterans. As of just a few days ago, the company finally crumbled (after having multiple near-death experiences below the belt).
In classic New Economy-style, the press release cites bad financial weathers as the main cause of company deconstruction. It of course couldn't have anything to do with how the company was runned. Of course not.
Despite all, I sincerely do wish that the upper management of Caput all the luck in the future — if, and only if, this has served as a humbling learning experience. If you truely do believe that all your woes are do to a tough financial markets, I pity your future colleagues (or subordinates).
Unreserved wishes of good luck goes to the rest of Caput.
One thing you obviously have not learned is it's not wise to kick people who have fed you (well or poorly) when they are down. Potential employers will read your rant and question whether you are employable no matter how technically adept you may be. Never burn your bridges no matter how abused you may feel.
While the burning stench is fresh, consider exorcising the anger and salving the wounds by blogging those lessons learned. Share the insights along with the pain. If you can write them in the affirmative (Do's vs. Don'ts) they're great resume/CV material.
Tim: I'd love to have potential employers question my employability, and if this "rant" can be of any help, I'm delighted. Far too many hires are being made without the appropriate level of questions or thought (my own at Caput included). Most any thing that'll provoke thought is good.
Besides, if an employer isn't interested in analytical minds that'll question the status quo, then the feeling is mutual. I wouldn't want to work there anyway.
Wise employers embrace questioning. It shows that their staff care and provides amble opportunity to either reconsider actions or explain them in enough depth to be acceptable (or at least understandable).
And I have no motive for kicking people when they're down. I don't hold a grudge (more than a few days, anyway ;)). But I do believe that failure is a great chance to become introspective. Even more so, I think it's crucial to do so if you're interested in growing as a person and as a professional.
Some times it takes critique to get into introspection mode. Some times it takes failure. Here's a double offering to do a long overdue inventory count of motives and approach.
Seizing it is moving forward, shifting blame is standing still.
It's (almost) always about the people.
Phil: Good idea. For now I think I'll stick with sharing anecdotes along with my suggestions and view of the given episodes.
Additionally, I take great offence to the notion of charity ("people who have fed you") that Caput apparently should have been running by keeping me on staff.
My paycheck was rewarded with 37.5 hours (and often more) of weekly availability to my skills and knowledge. If that availability wasn't worth the cost of keeping me on staff, I should have been fired. Not fed.
To whoever out there who's searching google for "caput+thomas madsen-mygdal".
I know almost nothing about Caput, what's been going on, why it ended, etc. So take my link at comment "nicely put" only as a comment that it was a nice forward looking attitude david had - if somewhat ironic.
That the most important thing all of us can take from the last years are what we've learned. Not what the market, journalists, economy, etc. did wrong, but what we would have done differently with the power of the hindsight and knowledge that we've got today.