The IT industry is known for its fast-paced innovation and disruption, but also for its young and inexperienced leaders. Many of these leaders have risen to the top of their fields without much formal education or training, unlike other domains of practice. They have mastered the technical skills, but not the emotional and social ones that are essential for effective management. This article explores the challenges and consequences of having baby bosses in the IT industry, who often lack the maturity and wisdom to lead their teams and organizations. It compares their situation with the evolutionary and psychological stages of human development, and argues that management is not just a task, but a skill that requires learning and practice. It also leads to the Peter's principle, which states that people tend to rise to their level of incompetence, and how it applies to the IT industry. Finally, the article discusses some of the solutions and recommendations for improving the quality...
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