It won't work, Lindens

Canning Cory Linden (your CTO) will have exactly no effect at all on your technological spiral downward. This was a chance for an additive solution. Swapping out the top of management does nothing at all when the rot is in the middle---as it always, always is.

And by the way, Philip. Can I call you Phil? Anyway Phil, while I applaud your public candor regarding this issue as im sure other people do, insofar as your outright admitting that you fired Cory of your own volition because he didn't agree with you (which of course is not anywhere near the whole story and by itself paints a very different picture than what actually happened, as these things always, always do), once again your heart is in the right place, but your target is wrong. You should be coming out with information regarding what on cyber-god's simulated green earth is going on around here, but what really needs to be public is *WHY SECOND LIFE BREAKS ALL THE TIME, IN DETAIL, AND EXACTLY WHAT YOU'RE DOING TO FIX IT RIGHT NOW, AND EXACTLY WHAT THE PLAN FOR THE FUTURE IS---AGAIN, IN DETAIL*. Your firing of your CTO is only making people nervous and doing nothing to explain anything at all.

Can anyone fire you?

Yep...........enough people quit Second Life Phillip Rosedale is fired.

Am I missing some official announcement here? Because I thought this was still just a rumour.

It had been picked up by the mainstream news sources now, so hopefully at least some of them have attempted to check facts by now. For some reason, AP's version of the story devotes as much space to explaining Pastafarianism as it does the management change.

hm.

i dunno...


maybe you should look at the big picture...


a few weeks ago, phil blogged about "making SL more stable" and all that.
now he fires the head of IT, who "could not agree with that vision".

am i the only one seeing a direct connection?

Sure theres a direct connection, but its again the old waltz of a CEO (pure executive) who knows nothing relevant about computers and programming dropping the axe on a CTO (technical executive) who is actually quite qualified for their position. The answer is not to axe the guy who BUILT THE SYSTEM AND KNOWS IT BETTER THAN ANYONE. The answer is to hire someone (up to but never over 4) to fix it from underneath the CTO, so that the CTO can impart their knowledge and experience as the system is fixed---with or without their agreement. Phil is the CEO goddamnit, he should have the skill by now to say "no, this is the way its happening, now go make it happen"---and have that actually stick.

If he can't do that, then he's the one who needs firing.

I would imagine he knows something about computers if he can program:

If you know more about the company than the president...

http://lindenlab.com/employment

Just sayin'.

He was responsible for the development of the most bloated, historically unstable video player in history? This explains quite a lot.

1. I'm not looking for a job
2. The changes that need to happen in order to truly meet customer demand are at this point not possible without trashing almost the entire thing and starting over again from scratch--a suicide mission in itself which should only be taken by (and be held accountable to) the CEO, and
3. There are people who are not idiots who work at Linden Labs, but historically their opinions and consultations have been trashed in favor of those with more impressive job histories. I am not an idiot, so I trust that my opinions and consultations would end up on the cutting-room floor as well. I'm thus much more able to affect change within Linden Labs by whining about them publicly than I ever could be on their payroll.

So, who is the new CTO?

Any chief quality officer hired?

Why is it business people can't think this clearly about business?? Marry me, Calliope

Ok!

Also, I think the reason that executives generally have no clue at all about how things actually work inside the executive layer (read: the stuff thats wrong with it) is that they're IN it, and generally have not had the sorts of experiences that allow them to truly understand the two biggest rules of management that no business school in the world is going to teach them:

1. the number and intensity of lies told to you is directly proportional to the intensity of stress and fear you create in the workplace--whether you realize you're creating it or not

2. it is safe to assume that everyone is lying to you pretty consistently, because in the grand majority of companies, employees who do not lie are fired very quickly, and usually for "incompetence" or something similar.

Once you realize that these two things are nearly always the case, the course to a blooming bouquet of models for business-running and maintenance becomes very clear. The other thing that becomes very clear is how few companies actually implement intelligent bouquets of models--preferring the quick fix of daily gains (which can be had by firing people loudly) to the very slow method of long-term strength and manouverability.

You seem to have a very jaundiced view of real life and Second Life!

She needs a third life maybe?

Probably works in an office then. Or reads Dilbert. Both together is a powerful jaundicing potion.

I would call a SL virtual reality box a third life.