Snell & Wilcox — how decisions actually worked
Share your experience in 14 questions (about 15 minutes). No wrong answers—“cannot recall” is okay.
Your email address, so I can follow up
*
example@example.com
Your role at Snell & Wilcox, and roughly which years
*
As an engineer, what could you commit the company to without asking anyone? Spend, time, architecture.
Who could say no to a good idea?
What kinds of things caused a technical direction to change? Tick all that apply.
Test or measurement results
A new customer requirement
A competitor's product
Something seen at a conference or trade show
A new technology becoming available
Someone senior changing their mind
A change in funding
Someone junior making a good argument
Other
Roughly how many times would a significant design decision be revisited before a product shipped?
Never revisited
1 to 2 times
3 to 5 times
6 to 10 times
More than 10 times
It never really stopped
For a typical project, how did actual delivery compare with the original expectation?
On time
1 to 3 months late
3 to 6 months late
6 to 12 months late
More than 12 months late
Never shipped
Was a project ever formally stopped? What happened?
Was there ever a condition, agreed in advance, that would have caused something to be abandoned?
Yes
No
Cannot recall
What did the freedom to change direction make possible that a stricter process would have prevented?
Compared with places you have worked since, was Snell & Wilcox better or worse at making the right call?
Much better
1
2
3
4
Much worse
5
1 is Much better, 5 is Much worse
Compared with places you have worked since, was Snell & Wilcox better or worse at finishing things?
Much better
1
2
3
4
Much worse
5
1 is Much better, 5 is Much worse
If those two answers differ, why do you think that is?
Looking back now, how do you feel about the way decisions were made at Snell & Wilcox? The best of it and the worst of it.
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