

You got me. I think it was because our group was under one contract set of hires (I was an employee, but some of these people were still part of a contract), which is why we weren’t let go immediately. But sometimes you get some manager who doesn’t want the OLD people, but a FRESH NEW set of people. For example, when the entire QA department was let go an outsourcer, all the documentation we made was thrown out the window because “that was the old way!” And the next major software release was a disaster. And we were going from a 16 bit client (Windows 3.1x based) version to the new 32 bit (Windows 95/98-native) version, and the QA/testing was not really part of the process. “Who are these product testers, and why are they so negative about the product? LOSE 'EM! They only see mistakes, there’s no room for that kind of attitude, and it slows the whole release cycle down.”
Corporate stupidity.






Keep in mind, whenever you think too hard about these sorts of things, this is one of those operations that could apply to Hanlon’s Razor: “Never attribute to malice that which is adequately explained by stupidity.” Many people make the incorrect assumption of something like, “They must have done some clever supply-chain wizardry," or “There’s a smart cost-reduction plan behind this.” When in reality, a lot of times, the actual explanation is something like a mid-level manager wanted a slide that said “cost savings," then procurement was pressured due to some personality ego problem, engineering objections were ignored, the math was never checked, and in the end, nobody involved actually understood unit economics. Maybe exchanging a $6 part for a $4 looks good in volume, but they only did this 20 times, resulting in $40 of savings which was erased by their reputation and incompetence.
I have worked government contracts. I have worked with shitty project managers. There’s a lot more of these mistakes than you realize powering economies.