I think sometimes when a senior person has so much experience in how the dots connect, interact, how the data impacts other data, they might run into a groundhog day syndrome where people keep making the same "discoveries" over and over, without looking to see if an idea has been tried before.
There's an ERP implementation I oversaw and I did turn a little scruffy and cankerous some days for this reason.
I learnt from the owner of the company on how to overcome it: despite it all, anyone who approached me with a curiosity and a question of could this work, was welcome to experiment within reason. Anyone who blindly made a statement about this will work cuz it's so simple and go back through re-learning what the organization already had learnt 10 years ago was met with a little resistance. The more you know about a system, the more you know to blindly assume.
One thing that can get to be tiring is when non-technical people make baseless assumptions and trivializations. Having to constantly walk people through the building blocks of why a certain thing upstream will break something else downstream will wear on anyone.
Dealing with management by committee, design by committee, over-trivialization by people who can't understand the details / aren't technical are all very real challenges, and maybe his scruffy exterior kept certain behaviours at bay, for better or worse.
There's an ERP implementation I oversaw and I did turn a little scruffy and cankerous some days for this reason.
I learnt from the owner of the company on how to overcome it: despite it all, anyone who approached me with a curiosity and a question of could this work, was welcome to experiment within reason. Anyone who blindly made a statement about this will work cuz it's so simple and go back through re-learning what the organization already had learnt 10 years ago was met with a little resistance. The more you know about a system, the more you know to blindly assume.
One thing that can get to be tiring is when non-technical people make baseless assumptions and trivializations. Having to constantly walk people through the building blocks of why a certain thing upstream will break something else downstream will wear on anyone.
Dealing with management by committee, design by committee, over-trivialization by people who can't understand the details / aren't technical are all very real challenges, and maybe his scruffy exterior kept certain behaviours at bay, for better or worse.