Trifecta at Trimaran Solutions

Trifecta at Trimaran Solutions 




In the progressive city of Amarula, nestled amidst towering skyscrapers and humming factories, there is a company named “Trimaran Solutions Inc.” that specializes in augmenting the body parts of humans. Its success was attributed to its cutting-edge products and efficient management practices that combine software and robotic prosthetics. 


 Emily Turner is a talented programmer who is passionate about her work, adept at coding, and has an uncanny ability to juggle multiple tasks simultaneously. She was happy doing her job even though she encountered a whirlwind of deadlines, meetings, and coffee-fueled coding sessions on a daily basis. The deadlines are from the system software that controls the prosthetics, which she does through coffee-fueled coding sessions. 


Every quarter, there are new prosthetics developed by the Engineering Division, which needs custom software to ensure that the product functions seamlessly with a wide range of body structures. The meetings, on the other hand are more on planning and quality management. Emily has been sent to various Quality Management training because she has shown outstanding creativity, initiative, and logic to ensure that the next wave of products is widely accepted by customers. With this unique feat, Emily has almost always been invited to management committee meetings for the planning and development efforts of the company. Because of these, Emily reported to not one, not two, but three bosses—each with their own priorities and expectations. 


Emily’s bosses were an intriguing trio. First, there was Mr. Smith, the stern project manager. He emphasized efficiency, deadlines, and results. Next was Dr. Patel, the visionary CTO who is a member of the management committee. Dr. Patel championed innovation, creativity, and long-term strategy. Lastly, Ms. Rodriguez, the HR director, focused on employee well-being, work-life balance, and team dynamics. Emily's inbox overflowed with directives from this triumvirate, some coherent and some conflicting. 


 Emily should have specialized tasks. Instead, she juggled software development, planning, quality management, and coordinating with fellow employees every day. She was able to do this for many years until one instance, a customer sued the company for an injury caused by the prosthetics. The customer argued that the prosthetics did not function as intended and suspected a software glitch. This stressed Emily heavily. Her efficiency waned, and quality suffered. 


Upon investigation, it was found that the malfunction was caused by the integration of an intended feature that was supposed to be implemented next year in the current line of products. The intended feature was identified through strategic planning. However, Emily got confused with the timeline and implemented it in the current set of products instead of the ones lined up for production the following year. 


The directives were given through email and can be verified through the minutes of meetings. Emily's frustration deepened when she realized that her salary was way below that of hiring two individuals separately for planning and coding. What's worse is that other developers, focused on singular tasks, earned more. She wondered if her versatility was a curse. Eventually, she quit, bringing a combined knowledge about the product, quality management, and planning.


Comments

Post a Comment

Popular posts from this blog

Chat is Official?

Image
In response to the challenges posed by the COVID-19 pandemic, academic institutions worldwide have been compelled to adapt swiftly to remote learning and communication. One crucial aspect of this adaptation has been the utilization of digital communication platforms to facilitate seamless interaction among students, faculty, and staff. Prior to the pandemic, the University of Pink Profession (UPP) relied heavily on written communication and email. When the pandemic hit, many of the faculty and staff decided to use Facebook Messenger, even though the implementing rules and regulations of the university for online distance learning clearly indicated that the official communication was not Facebook Messenger. The decision of the employees was due to the fact that most telecommunications companies offer it as a free service compared to other platforms such as Google Chat.   This practice has been ongoing until the public health emergency was lifted. With the gradual return to face-to-face
Read more

Silent but Obvious Exodus

Image
  Green Finance Corporation is a company that engages in business-to-business loan transactions. The company has existed for over 100 years. Over the years, it has grown to have 500 employees. It has three departments: Administration, Accounting, and Sales. The Administration Department takes charge of all operations and is headed by the COO (Chief Operations Officer),  Isabella Chen . This department is responsible for planning and development. All policies are developed by this department as well. The Accounting Department, on the other hand, takes charge of bookkeeping, tax preparations, and all other financial aspects of the company. It is managed by the CFO (Chief Financial Officer)  Victor Harrington . The Sales Department, on the other hand, takes charge of marketing and sales operations. It is headed by the CEO (Chief Executive Officer), Evelyn Sinclair, since she has experience and expertise in marketing.  For five years, the company has experienced turnover rates of over 10%
Read more