Ask Lemmy

I worked for a pretty popular magazine back in the late 90's. One day near the beginning/middle of 2000, we were all called down to the bullpen for a last minute meeting by management and marketing. (That's never a good sign.)

We were told that we have a great product with amazing writing, but marketing doesn't know how to sell it so they're closing us down. Instead, we went online only. I was the web developer so I survived the firings.

So then we figured that we were set because our website produced more content and had more traffic than any of the company's other websites. However, in March of 2001, we had another emergency meeting. Again, we were told our content was great, but the company was going in another direction. Instead of producing our own content, the company was going to just repost other sites' content. I and everyone else in my team were let go.

Needless to say, the whole "we'll just repost what other people posted" plan didn't go so well. Last time I checked, the company wasn't doing very well at all.

Worked in tech support for a major internet provider. We would constantly have major ouages in various locations due to overtaxed systems going down. Corporate refused to allow us to admit that there were problems on our end and forced the techs to troubleshoot the customer calls, even though we all knew that we could do nothing for the customer. Saw multiple techs releived of their job for telling the truth to the customers. So many hours wasted on both the customer and techs part.

The first steel mill I worked for, the test requirements were more of a suggestion than a rigid specification. I, a trained and skilled engineer with the capacity to make informed decisions, had to run all rejections by my boss who would tell me "it's close enough" even if it wasn't. Sometimes it bit us in the ass with warranty failures, but the warranties were probably cheaper than internal rejections (and what is brand perception worth?).

My second steel mill job, I was the one making the rejection decisions. I did the hard thing and rejected our failures but I also troubleshot them to prevent recurrence, making our product and capability better over time.

It very much matters who you buy your steel from; two mills can have vastly different performance for the same products based on how they handle these situations.

Back when I managed a Blockbuster Video, most stores ran at a loss thanks to theft.

The real reason most stores failed wasn't because DVDs were going out. It was because we couldn't stem the flow of money out the door thanks to thieves.

My boss was high 99% of the time he was at work.

Or awake.

Not strictly a company secret, but I had to sign an NDA for it, because... reasons.

I used to work for a massive conglomerate, these guys are making from components for satellites and tank to rubber gloves for hospitals, and everything in between. My job was to help the company implement regulations, work with auditors and generally follow product specific rules.

So I was on these 2 New Product Development teams and because the products needed some very specific testing equipment, we started working with local authorities and some contractors to build the testing station in the future factory. We drafted plans, prepare documents, we had an auditor come and see the place, the contractor came and checked what he needed to do, everything was going according to plan.

While all of this was happening, I was on a separate project where we were working on closing down the above mentioned factory.

I used to work at Starbucks (almost a decade ago now), but at the time, the motto was "just say yes" to any customer requests. We also had free drink cards that you could give out to deesclate any issue. So I would say any time you're even the slightest bit unhappy, bring it up, and you should at least have your problem solved, if not compensated for a free drink next time.

We also had customer satisfaction surveys that would print on reciepts, where filling one out would get the customer a free drink. We always kept them for customers that were happier to try and rig the odds in our favour of a higher rating, but also if a customer asked for one, I would give it if I had it. You could always ask the cashier if they have any of those as well.

Again, not sure how much either of those things have changed in the past 10 years, and I'm not sure how regional it was (this was in Canada at a corporately run store), but maybe worth a try.

Also I love these types of threads -- great topic to post.

A large pizza chain, it costs about $1 to make a large cheese pizza. Cheese is re-used as much as possible.

I worked for a furniture store. They used to buy mattresses and furniture sets for like $200-300 and arbitrarily sell them for around $700-1000. I used to be able to haggle with people and still sell them for like double what they cost. I hated that job for so many reasons

Code base is shit. We’re not doing what we’re promising or any close of it. We’re probably going to bankrupt in a year or two.

This local single location grocery store by my house would unwrap and rewrap meat packages when it hit expiration dates in order to generate a new label with a new expiration date. If the meat looked bad, it would be added to the meat grinder to make ground beef.

I find it humorous that y’all think it’s only the company you worked at that had a fragile tech solution held together (sometimes literally) with duct tape and coat hangers, as part of a mission critical business process.

Pretty much every company big or tiny has at least one permanent “temporary” solution in place.