http://www.inc.com/magazine/20070201/hidi-rosedale_pagen_2.html
from How I Did It: Philip Rosedale, CEO, Linden Lab
>>>>"Our approach to engineering was this: Tell everybody in an e-mail every week what you are doing, then make some progress of some kind and tell everybody in an e-mail how you did it. That was our organizational scheme. We said, Everybody is smart here. Identify what you are going to do today and get it done.
That evolved over time into the work system that we have today. We have this huge database of stuff to do. You choose your own work from it. So groups are formed more organically. I am pretty critical of traditional business styles. "<<<<
Hmmm....
So, engineers basically get to just poke around in a database of stuff to do and pick out the juicy stuff while problems like sneakers and prim-hair stuck on your butt when you teleport never get fixed...
Then, from the linden web site: (http://lindenlab.com/employment/tech_manager)
"Linden Lab needs a dedicated manager and conduit to our outsourced support team. Job requires a steady hand and excellent organizational and management skills. ...."
They've outsourced their support staff?? Since when does this actually work? Doesn't sound like somebody who is "critical of traditional business styles", sounds more like somebody looking to shave a few nickels on support costs in exchange for mediocre to crappy customer service.
Perhaps LL ought to take a look at their business model and change the focus to pleasing the customer rather than pleasing themselves if they wish to remain in business much longer, but what do I know. I'm just a paying customer.