Wikipedia: “Semiconductor devices can display a range of useful properties such as passing current more easily in one direction than the other, showing variable resistance, and sensitivity to light or heat.”
There are things that seem inexplicable, such as why some organizations have a simple and efficient structure management, while others create an extremely complex multi-level hierarchy, constantly changing it at will of management and incomprehensible not only to the third parties, but also to its own employees. Maybe this organization is unlucky with leaders? None of them not only graduated with MBA, but not even bothered to open a popular brochure on management? Alas, this is not the case and, most likely, our company is ruled by high-class professionals.
Question: - Is it easy for a research scientist to write a report about his recent study or experiment? - Yes, if experiment was properly planned and succeeded. - No, if calculations crept a mistake and everything went awry. Worse, if no experiments have been staged at all and the report is still pending.
Imagine a startup named BNGT-22 (Bio-Nano-Green-Technologies of the 22nd century) and founded, of course, by MIT drop-off student and professor – his scientific supervisor and mentor. The idea is simple: sawdust or wood bark is atomized under the influence of ultrasound forming nanoparticles that in a strong magnetic field disintegrate into carbon (soot) and water. Soot goes as a filler into rubber tires for the wheelchairs, and water could be used for irrigation in developing countries. Such proposal is unbeatable by definition: all ingredients are present and thoroughly mixed; the first round of funding was successful and venture capitalists gave 20 million. Our guys had quickly assembled the Board of Directors, invited scientific advisors and hired outstanding CEO – R. K. Rao. R. K. found for himself three vice-presidents: Technology, Finance and Marketing. In turn VPs promptly worked with HR department and offered jobs to directors, group-leaders, senior and junior engineers, as well as technicians and laboratory assistants. Just not to be distracted, we are only interested in the Technology department headed by Tom - former colleague of Rao. Pretty soon, Tom offered a technology director position to Mike.
BNGT-22 settled in a rental building, installed appliances, equipment and work rolled on. The first year was good and promising: setup main test installation, developed methods of analysis, collected literature and there were always fresh fruits in fridge. Then “the weather” turned to cloudy: atomization of sawdust consumed too much energy - 100 times more than requires standard process of getting soot from oil. Young scientist Cheng performed a quantum-mechanical calculation and showed that at the maximum power of the magnetic field carbon output will not exceed 0.2% of the mass of sawdust. Good news however, if the sawdust is wet, water generation is substantial. Cheng’s supervisor Jim sent the report immediately to director Mike and VP Tom, thanks God, not to the president. Tom was furious, he severely reprimanded Mike for publishing “unverified data” and hinted that there should be no place for falsifiers like Jim in the company. Soon after Tom had prepared presentation for the next Board of directors meeting, where with a little bit of the soul, admitted that the pilot plant magnet is still giving only 40%(!) of the power and yield of soot is about 32%. That was presented to the Board by CEO Rao in person.
Here is the first example of semiconductor activity: Tom knew but did not convey truthful information upstairs, and what is in return? Rao was not happy with fake 32% and demanded to increase the output to 70% in 4-6 months and to hire best consultants at any cost. The alternatives for Tom are unpleasant: telling the truth and losing a salary of $250,000 and a bunch of options and perks or continue the role of semiconductor bearing potential legal responsibility for data forgery and concealment if the things go sour. After severe moral scrambles and consulting with Mrs. Tom the first option was rejected. Tom summoned Mike, demanded to act harshly on Jim and Cheng, and conveyed new management instructions about new yield goal of 70%. You could be sure that Information from top to bottom is transmitted fast and as accurately as possible.
Among other instructions Mike was ordered to send nothing in writing, neither to R. K. nor to Tom and to report Tom on Mondays verbally about the state of the union. The indispensable part of the report should be about the moods in the masses: whether the situation is under control, if there are any dissatisfied and how the new planned task of 70% was perceived. During the ad hoc all-hands meeting Mike narrated the new directive using populist hints: rolling eyes and vaguely pointing to supreme powers, - meaning that he, Mike, is just an engineering professional, “just like you, folks”, understands challenges and quantum mechanics (lying), but with bosses do not argue, they can see far, “Giraffe is Tall” and so on. He, of course, will be happy to answer any questions, if any.
As a rule, folks usually do not have any questions at such gatherings: even the youngest know that it is better to keep silent unless you have already found another job. However, even if you got an offer and ready to send resignation letter, open chattering is not advised: there are many startups, but much less venture capitalists. Everyone knows each other, next time you might need a work reference, and more than once. But later in cafeteria with only engineers and chemists around, it happens that someone will Indignantly ask: - Guys, doesn’t it look like our bosses are deranged? Did not we wrote: “Maximum 0.2% !” How is that 70?! Maybe somebody being animated and close to retirement will support the conversation and "release steam", but more cautious ones will go to finish coffee in their offices: “Let’s keep a distance from this daredevil, who knows, could be a provocateur as well…”
Mike of course seriously talked to Jim: - Don’t do that anymore, son, you'll ruin yourself and me, mind your speech and refrain from this “chinese physics”. But he did not fire Jim: on one hand, who else will mess with these damn magnets and carry out experiments, and on other side: - To fire for what? Nevertheless, next day Mike stepped into HR and consulted with department head indifferently asking to start collecting stuff on Jim and Cheng, like: late to work, safety violations – unbuttoned lab coat, even better any kind of harassment. Keep in mind, Mike is in a precarious position himself - alternatives are grim: he can become a semiconductor protecting Tom from «negative Information» (dangerous), or actively speak out and Immediately lose salary of $170,000 (stupid) or do nothing and continue dully reporting actual research results (naked truth!) upstairs (will not last too long).
Let's leave Mike for now with his calculations and ask bluntly: - Why on earth do not dissolve BNGT-22 immediately and to engage in something else? Why would not question our Founding Fathers: student and professor, Quo Vadis? Indeed! It is not by the rules and serious money are at stake. Tom, during the golf had told CEO vaguely about the Cheng’s report, results and bleak perspectives, so Rao can request the document, assess situation and report to the Board of Directors all as it is (fraud or monkey business). No way - the game continues! Rao is not easily being scared: he is protected by his innocence and semiconductor Tom: - How is it? It cannot be! I was unaware! What a breach of MY TRUST! I gave them so much executive power, blah blah blah... In addition, more than half of the 20 million dollars is still left - enough for a couple of years traveling around the world, negotiating supplies of green soot, purchasing of organic wood chips, advanced ultrasonic vibrators, hosting conferences on sustainability and disruptive technologies. The collapse is possible, but if you drag another 2-3 years, you can pull off IPO, become public company and "earn" really serious money. With this rainbow perspective Rao tempts and inspires directors and investors. We can do it! He has firmly learned that the world is ruled by two masters: Fear and Greed and everything will be fine, just… catch me if you can.
That is true but don’t forget about Tom – he is not a stranger: R.K. has worked with him in other company, their daughters are good friends, in short, Tom belongs and should be deduced from the role of semiconductor. We just need another scapegoat. Plan A - Mike, but just director is not too much of a figure (animal) to sacrifice later, and between the 5th and 6th holes Mike is promoted to senior director. Plan B – “Fresh Blood”; Tom advances to SVP (Senior Vice President) and CTO (Chief Technology Officer), practically placing him on the Olympus, and gets two new subordinates: VP of Research and VP of Development. Both candidates, Smith and Singh, are old Tom’s friends or alumni, close to retirement age, both being languishing consultants and for $200,000 a year the role of semiconductor will accept as joyfully as Christ took human sins. Over time, each of them will get his team: couple of directors and a handful of senior engineers, and Mike is going to report to both.
Poor fellow does not quite understand his luck and, while Smith and Singh are familiarizing with the business and beginning to realize into what they have stepped in, Mike writes a letter to Tom with a humble request to hire him new director of technology, proudly stating that he is now a Senior Director. Shlimazl Mike cultivates hope that this newbie and will be a new semiconductor to filter Mother-Truth, separating grains from chaff. – Well, - radiantly smiles his boss Tom, - great idea buddy! - and appoints as director Jim’s subordinate, young engineer Susie, promoting diversity and signaling Jim and Mike to know their place - nothing is forgotten. This is called castling in the chess game.
That's it, and five levels of hierarchy in the company had transformed into seven. Not bad, considering that BNGT-22 staff now counts 23 people and the structure resembles now General Motors’. The semiconductor (two in our case) strictly divides the collective into bottom and top layers that, ideally, should never communicate directly bypassing his person(s). Look below my friend: problem approaches are scientific, experiments are designed and performed, reports are written, conditions are optimized, and absolutely accurate data values rounded to the sixth digit are reported. Everything is as it is! Magnets are overheating, sawdust self-ignites, ultrasound is not audible, nanoparticles are so small that cannot be visible, and yields are miserable. Smith and Singh are filtering well but sleep poorly. Now chin up, head back and look upstairs: there is always sunny above the clouds, blissful ignorance, faith in success, yoga and healthy food. If you are getting bored secretary will book a first-class flight to Malaysia to negotiate supplies of palm bark or re-engage in personnel reshuffle: demote Mike and make him report to Susie. By the way, she has already complained on Jim to HR…
(c) DV 2017 English Translation by Isaac Wheeler, 2019
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