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Six Reasons Why Managers Make Poor Decisions

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This is a long one! You may wish to go get a cup of coffee before reading. Better yet, bring the whole coffee pot! Recently, a friend and I sat talking at a café. We talked about Science-Fiction, Fantasy, a bit of geology, and eventually, we began talking about management. Specifically, my friend asked me if I have any idea why managers so often make very bad decisions. After pushing my management rant button, my friend sat back, and watched me go off on a long lecture, waving my arms, talking a bit too loud, and much too intensely for a café environment. Luckily, we sat in a corner, so I do not believe I made too much damage to the reputation of the place. (There used to be a café in Gothenburg, Café Sirius , where passionate discussions about odd topics were part of the normal entertainment. I miss that place!) Enough rambling! This article is a somewhat consolidated, and tidied up version of my impromptu lecture. I gave six different reasons, from six different perspectives, why...
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Waterfall vs. Agile: Battle of the Dunces or A Race to the Bottom?

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The major software methodology wars since the mid 1950’s. Someone was wrong on the Internet, so here we go… In a recent HBR article, It’s Time to End the Battle Between Waterfall and Agile , the author sets up a false premise: There is a war between Waterfall methodology and Agile. The war must end. And finally, you can combine the approaches to get the best of both worlds. This sounds good, but the article is based on a misunderstanding of both Waterfall and Agile. Also, there is no war between Waterfall methodology and Agile. There can’t be, because Waterfall methodology does not exist! Waterfall is a name for large projects that failed in the 1960’s. Waterfall was never a methodology, but a failure to apply the methodologies that existed back then. As I will show towards the end of this article, at least one of the “successful” Waterfall projects mentioned in the HBR article was neither successful, nor a Waterfall project. Authors note (2025-08-04) : After having had a couple of y...
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Why Cities Live and Companies Die

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When cities grow larger, productivity per person increases. When companies grow larger, productivity per person decreases. Cities can last thousands of years and survive plagues and nuclear blasts. Large companies have an average lifespan of fifteen years, and the lifespan is dropping. It is blindingly obvious, except almost nobody noticed until a couple of years ago: Companies have short lifespans. Cities live thousands of years; Cities can survive plagues and nuclear bombs. Companies croak when there is a slight downturn in the economy.; People want to live in large cities, but they want to work in small companies. Why? What is the difference, and does it matter? If we understand why cities are so resilient, can we use that knowledge to build better companies? Companies that are more resilient and better places to work? It turns out we can. Physicist Geoffrey West has studied cities and found a very simple mathematical relationship between city size and productivity: Wh...
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