82,891
edits
Operator: Difference between revisions
Jump to navigation
Jump to search
no edit summary
Amwelladmin (talk | contribs) No edit summary |
Amwelladmin (talk | contribs) No edit summary |
||
| Line 1: | Line 1: | ||
{{a|devil|}} | {{a|devil|[[File:Dead man walking.jpg|frameless|center|450px}}{{d|Operator|/ˈɒpəreɪtə/|n|}} | ||
A dead man walking. A condemned prisoner chained like a butterfly on a wheel, who, at some point in the unknowable future, will eventually take the rap for some avoidable calamity though we cannot know how, when or through whose agency this undoing misfortune will be visited on her. | |||
The operator is the poor sod who management inevitably blames when system errors make themselves known. We see an unfolding example in the horrifying case of {{casenote|Citigroup|Brigade Capital Management}}, wherein a [[right-shoring|right-shored]], outsourced operations center in India — staffed of course, with the proverbial [[School-leavers from Bucharest]], or Hyderabad at any rate — erroneously sent out nearly a [[yard]] of cash to some lenders to a distressed cosmetics firm who weren’t expecting it, but then, figuring it was the best offer they were ever going to give back, refused to give it back. | |||
Now Revlon had a number of related loans of different seniorities, different lenders, paying different amounts on different days, and it was quite the exercise in mental yoga for Citi’s team in India just to sort out who was owed what. But that was nothing compared to the cognitive trapeze artistry required to trick Citi’s antiquated system pay the right people the right amounts: something it did not seem capable of doing straightforwardly. This extract from the judgment rings horribly true of IT installations the [[JC]] has encountered in his unglamorous career: | Now Revlon had a number of related loans of different seniorities, different lenders, paying different amounts on different days, and it was quite the exercise in mental yoga for Citi’s team in India just to sort out who was owed what. But that was nothing compared to the cognitive trapeze artistry required to trick Citi’s antiquated system pay the right people the right amounts: something it did not seem capable of doing straightforwardly. This extract from the judgment rings horribly true of IT installations the [[JC]] has encountered in his unglamorous career: | ||