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"Doing a handover" won't save a lot of companies. There's no level of "handover" that will save some of the shops I've been in, that just 100% rely on one team member to handle _everything._ Even if they took a _month_ to try to pass along along their accumulated knowledge, there's ingrained engineering practices and processes that all boil down to "Go ask Chris."

Honestly, I'd say that if you're able to do a handover in two weeks, and that covers everything it needs to cover? Well, then probably the handover isn't _actually_ necessary, and anything you cover in those two weeks could probably be figured out by a reasonably competent teammate. Knowledge is rarely the issue, being a person-shaped load-bearing component for your team _is._

(But also, good on you for taking a bit of time to make sure your old co-workers aren't left in the lurch. It probably also gives a bit of time to consider what you _really_ want to do with the winnings, so as not to blow it all in the first year like a lot of lottery winners do.)




> "Doing a handover" won't save a lot of companies. There's no level of "handover" that will save some of the shops I've been in, that just 100% rely on one team member to handle _everything._ Even if they took a _month_ to try to pass along along their accumulated knowledge, there's ingrained engineering practices and processes that all boil down to "Go ask Chris."

That might very well be true, but to a manager having a handover means the problem of loss of institutional knowledge is solved, and any subsequent problem due to lack of context or loss of institutional knowledge is avoidable and caused by poor handovers.




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