While I agree that it's for managers and stakeholders, I wonder how much of it ends up being a net value-add. Where I work, we have a million and one different kinds of reports that pass through the chain of command (admittedly not all of these are derived from Jira, but they exist for the same reasons). We then end up with arbitrary, company-wide reporting requirements that for a lot of teams are like fitting a square peg in a round hole. Then, when you show up as non-compliant on the report that doesn't actually say anything valuable about your team or project, you have to drop everything and shoehorn some solution to make the report happy even though there's precisely zero value added (I would argue a net loss because time and effort is wasted while adding zero value). All because inconsistencies in the reporting aren't tolerated since upper management can't be bothered to understand even the smallest amount of nuance.
I know most of the people in these positions aren't _actually_ stupid, and would agree if you were able to explain to them why some specific thing is completely irrelevant, or even detrimental, to your team. At the end of the day, though, at big orgs no one cares. They'll waste as much time and effort as necessary in order to look good on metrics. Even if the metrics are worthless.
> And I find it pretty unreadable, it's not nearly as expressive as other languages I enjoy using.
I tend to conflate higher expressiveness with being "clever" until you're really proficient in the language. I think Go's main value prop is that it performs well with very little ramp up time compared to languages with more powerful features.
If you have a team of people who are really strong with something like OCaml or Scala, they'll be amazingly productive. But if you have a rotating team of engineers with varying backgrounds, it's hard to beat Go when you're talking about time-to-productivity.
I welcome salary discussions with any coworker who wants to talk about it, but I almost _never_ initiate the conversation. It's still too much of a taboo with many people to be worth the risk.
I know most of the people in these positions aren't _actually_ stupid, and would agree if you were able to explain to them why some specific thing is completely irrelevant, or even detrimental, to your team. At the end of the day, though, at big orgs no one cares. They'll waste as much time and effort as necessary in order to look good on metrics. Even if the metrics are worthless.