Software elites-master or servant

Source: CCID-China Computer news

At simchina2005, one of the sub-forums of the ninth Software Industry Expo, the most talked about is the old topic-talent training.

Coincidentally, In McKinsey's report, the talent issue is still placed at the top of the constraints on China's software outsourcing industry. Experts at Home and Abroad agreed that the lack of software talents, especially middle and senior talents, is the biggest obstacle and the most urgent problem to be solved.

This opinion of the experts has been unanimously recognized by the industry, so some people can't help but ask: has the Chinese software industry been developing for 20 years? Has it not cultivated a group of senior programmers and system analysts? Of course, the answer is no. Despite the fact that the number of senior software talents is insufficient, it is unavoidable. So where are the top talents?

A boss broke the "Tianji". He was a senior software talent trained by the company to use advantageous resource skew policies. From ordinary programmers to senior programmers, from senior programmers to project managers, from project managers to system analysts and architects. But in order to find more opportunities for development, he left to cultivate his company and founded the current company. The same story happened in his own company. Some of the top talents he trained have moved to multinational companies, and some have gone out to start their own businesses. Obviously, the "unsatisfied" of senior software talents has become his biggest heart disease. According to the survey, this is the most common headache for medium-sized software outsourcing companies in China.

At this point, I think of the comparison between Chinese and Indian culture experts palanjiepei (Chinese name: Bai chunhui) some time ago. He believes that, in comparison, there are three differences between Indians: first, focus on spiritual enjoyment. Numerous and grand religious festivals and simple diet are the ing of this tradition; the second is focusing on the internal order and the light on the external environment. India's order is built on its heart. The history of the past castenism has built up a steel-like social structure in India. The third is personal and collective. The Buddhist practice is a kind of personal behavior that cannot be replaced by anyone. The individual practice aims to make them good at mathematical computation and logical reasoning.

An interesting phenomenon is that, in the home of rich people in India and Southeast Asia, Indians with a high degree of education, a very young age, and good conditions are often seen as servants. In their consciousness, it is more important to concentrate on doing one thing well than doing anything, even as a servant for a lifetime.

Currently, "working as a servant" for enterprises in Europe, America and Japan has become a model and a way out for the development of China's software industry. I believe that for the top talents in China's software outsourcing industry, there is at least one thing Indians can learn-they are willing to work as servants while constantly strengthening their own practices. Its reference is that large companies are constantly increasing their industrial scale and upgrading the industrial chain to a higher level, rather than giving up the excellent capabilities and stages of software production and management they have obtained, from top talent to senior migrant workers, turning to the boss is the greatest benefit to the software industry.