Profile of Coverlet Meshing
News & Commentary Posts: 19
The author, a senior IT executive at one of the nation's largest banks, shares his experiences under the pseudonym Coverlet Meshing. He has spent the last two decades in the financial services sector, picking a fight with anyone who doesn't understand that banks are actually software companies and need to invest in engineering as a core competency. His cheery outlook and diplomatic nature are rarely reflected in his writing. Write to him at firstname.lastname@example.org. Follow him on Twitter: @CoverletMeshing.
Articles by Coverlet Meshing
Marissa Mayer and other tech employers should focus less on an aggressive acqui-hire strategy and more on moonshot engineering goals, current and former Yahoo employees say.
Is every hire a special little snowflake? That uniqueness affects the social dynamics of high-performing leadership teams.
IT's eternal debate sidesteps the complexities of a fragile talent ecosystem and creates a vicious cycle that ensures project failure.
A love letter to the tech marketers who buy my contact information.
The defining quality of the DevOps movement can challenge the default division of labor.
How to start a revolution at work by flattening the org, taking part in hackathons, and listening to rap music.
Talent management needs a new paradigm to better serve people hardwired to be loyal followers.
Anonymity might be the only path to building community in an age of corporate brand preservation.
Why we should both love and hate the practice of giving employees one day a week to work on side projects.
When it comes to both innovation and porn, there's a huge appetite for fantasy.
Why the aging effects of Big should compel companies to have kids.
Let's not get distracted as a nation from the real problem: our sorry state of analytics.
Big enterprises are hard-wired to botch mobile apps design. But you can change your culture to avoid the pitfalls.
How do Saul Alinsky's rules for activists apply to tech executives? Let us keep counting the ways.
Saul Alinsky's controversial teachings changed slightly to apply to competitors and the business of technology. The first of two parts.
If actionable business insight, the stuff of BI legend, is the Mt. Everest summit, know this: There's little point to building or buying a better ice pick if the climbing team has no arms.
C-level types talk the talk of IT-business partnership, but at the end of the day you must learn their world and assert your expertise.
Empower more engineers and data scientists, hold vendors more accountable and just say no to cheese.
Today's IT groups make too many ROI guesstimates and have too little accountability, says this financial industry IT exec, in his debut column for InformationWeek.