Predictable Frustration
Engineers are hired to create business value, not to program things:  Businesses do things for irrational and political reasons all the time (see below), but in the main they converge on doing things which increase revenue or reduce costs.  Status in well-run businesses generally is awarded to people who successfully take credit for doing one of these things.  (That can, but does not necessarily, entail actually doing them.)  The person who has decided to bring on one more engineer is not doing it because they love having a geek around the room, they are doing it because adding the geek allows them to complete a project (or projects) which will add revenue or decrease costs.  Producing beautiful software is not a goal.  Solving complex technical problems is not a goal.  Writing bug-free code is not a goal.  Using sexy programming languages is not a goal.  Add revenue.  Reduce costs.  Those are your only goals.
Peter Drucker — you haven’t heard of him, but he is a prophet among people who sign checks — came up with the terms Profit Center and Cost Center.  Profit Centers are the part of an organization that bring in the bacon: partners at law firms, sales at enterprise software companies, “masters of the universe” on Wall Street, etc etc.  Cost Centers are, well, everybody else.  You really want to be attached to Profit Centers because it will bring you higher wages, more respect, and greater opportunities for everything of value to you.  It isn’t hard: a bright high schooler, given a paragraph-long description of a business, can usually identify where the Profit Center is.  If you want to work there, work for that.  If you can’t, either a) work elsewhere or b) engineer your transfer after joining the company.
Engineers in particular are usually very highly paid Cost Centers, which sets MBA’s optimization antennae to twitching.  This is what brings us wonderful ideas like outsourcing, which is “Let’s replace really expensive Cost Centers who do some magic which we kinda need but don’t really care about with less expensive Cost Centers in a lower wage country”.  (Quick sidenote: You can absolutely ignore outsourcing as a career threat if you read the rest of this guide.)  Nobody ever outsources Profit Centers.  Attempting to do so would be the setup for MBA humor.  It’s like suggesting replacing your source control system with a bunch of copies maintained on floppy disks.

(emphasis above in original)

If I could give a protege of mine only one piece of advice, it'd be the above.  The fact that I (effectively) work for a cost center is a root cause of much of the crap I complain about to whomever will stand still. Simple enough, doofus (speaking to myself there): If you work for a for-profit business, find yourself a part that, you know, MAKES A PROFIT.

Corollary: Try to find a position where they began making a profit--or at least pursued the same--lest the mentality of a cost center pervade every decision and neuter the profit you're after.

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