Top Secret Clearance Jobs’ Post

Holt Technical Staffing News Roundup We make it our business to stay on top of the latest industry news and insights so that we can best monitor the talent landscape and assist you. Whether it's finding talented engineers new opportunities or helping groundbreaking companies grow, we've got you covered. Each week, we share some of the notable stories from the past week. Check them out below and let us know your thoughts in the comments.👇 AI Fuelling Record Sales for Semiconductor Manufacturers - https://lnkd.in/gM_7G5h9 CACI Awarded $80M Task Order to Provide Engineering Support Services to US Navy NSWC - https://lnkd.in/eNNXhZyY Quantum science and engineering expands across the nation with $39M from NSF - https://lnkd.in/eE-iV-V9 Understanding America’s Labor Shortage: The Most Impacted Industries - https://lnkd.in/dA_9vbrU #USLabor #USNavy #USManufacturingNews #QuantumEngineering

🚀 Wrote about this after the VP’s announcement in 2022. 🚀 Exciting developments in the aerospace industry are redefining career opportunities and setting a new course for workforce development. The recent focus on commercial space jobs spans a broad spectrum from advanced manufacturing to IT-related roles. This evolution is not only about creating new jobs but also about enhancing skills through training programs and fostering interagency collaborations to effectively address job vacancies and underemployment. As we continue to navigate this final frontier, the integration of public and private sector efforts will be pivotal in shaping a resilient workforce ready to tackle the challenges of tomorrow. Learn more about how space has become the final frontier of the workforce landscape at the following link. 🔗 https://lnkd.in/gcH3B6NU #SpaceIndustry #WorkforceDevelopment #CareerOpportunities

Yann LeCun and Marc Andreessen giving expert technical leadership advice in these posts. Protecting your staff and your teams organizational knowledge is vitally important for technical stability and technical progress. Often that means really building hope for the future for your people. In my experience that includes folks who may appear to be line function technical staff to non-technical managers but actually hold knowledge that would cost a huge amount or may even be impossible to redevelop in the current business circumstance.

How to bring down a company.

This is just a polile version of Elon Musk's rant against the MBAs. Business led management for the most part is stuck in class warfare of workers v/s administrators. These management veterans come from backgrounds wherein the workers were predominantly involved in repetitive work where adherence to rules and procedures was the best way for the working class to remain productive. High tech industries are vastly different, wherein the working class is most effective when they are creative. The administrators have an issue with creativity as it neither can be achieved nor allowed to happen by having tight controls. Ultimately they end up having to purge anything that is too deviant from well laid out plans. This is of course is antithetical to creativity and hence the demise of creativity is necessary for those administrators to continue to be the ruling class. As to why this happens, it goes back to the expectations of owners/shareholders. If the shareholders have low tolerance for not sticking to a plan, then in effect, they are expect the administrators to cull out high variance activities such as creativity. My reductionist take is that high tech sectors are doomed to fail if they end up with large amounts of voting rights being with public or institiotional shareholders.

It's always an interesting topic for me to discuss. Honestly I wonder, is this a new problem to solve, if not why this keeps on coming in our daily work? Over the years, thousands of case studies have been conducted and published, yet the core challenges persist. I ponder the reasons behind the poor decisions made by many intelligent individuals. The notion that scientists, engineering minds, or technical minds are fungible and interchangeable is a misguided assumption. It appears that deep thinking, as opposed to quick thinking, and having a long-term vision are crucial factors and that are missing. #strategy #ob #culture

Creativity is linking the dots that knowledge brings. A conventional and homegeneous working group outcomes conventional and homogeneous solutions.

Yann LeCun the challenge is nature. Entropy is free, we all know that, but corporations have controls to reduce risk - the issue is every company is also a pseudo-natural system (a group of people operating competitively to a common goal - survival of the corporation). The quality of “the culture” of every business is driven early by survival through value delivery (get to market, get profitable) and shifts, inevitably, to risk management later. Risk management is good, but when it takes priority over innovation and culture, people suffer a slow, trudge to mind numbing existences. History is full of these long arcs. And yet, brilliant jerks are still hired at these risk averse companies - making things worse!

Excellent sharing Yann LeCun! The reality is most managers do not want engineers or scientists to “rock the boat” - those talents get fired. It’s interesting how this behavior relates to how our cells work - homeostasis from cellular to enterprise systems. Is this key to survival by min. Entropy? It’s also a contradiction with how enterprise leadership preach for “growth mindset- go out of the box”, “learn from failures” — but when it comes to talented engineers who challenges the status quo, they act differently! Crazy ideas if contained within oneself in an enterprise is okay.. evolutionary is better than revolutionary ideas.. that is how enterprise rewards talents. Boeing is no exception. Maybe the reason why the culture of startups attracts crazy talent and is a must for new revolutionary ideas to take shape and bring about transformative changes. My observations based on reflecting on my limited experience with enterprises. I maybe wrong.