Corporate Software Development or Obstacle Driving

I want to share practical experience in corporate software development.

There are two basic, immutable principles that guide enterprise software creation:

All the same, the main thing is to implement in time.
No matter what , the main thing is to work.
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Whatever written in books and manuals, in practice this is exactly what happens. Moreover, the leadership of the software company, as a rule, it encourages. For example: a premium for the implementation of the plan . Although with the completed plan, the subtle moments of realization that will not immediately manifest themselves may suffer. For a developer's company, miscalculations and underdevelopment can be a positive result, because at the same time, the client can again contact the contractor for help and it will be possible to start bringing the system to the mind, explaining to the client that the process needs to be optimized, and this requires additional funds and time, and generally it is better to conclude an additional contract

Even if the final realization is performed by people who understand that, adhering to these principles, it is impossible to do quality work. They still do the work as they are required, guided by the fact that if you focus on the little things, you will spend more money and time, the client will be unhappy and the management will be dissatisfied, and someone will not receive their prize.

How often do we hear: the award for highly professional and high-quality work?
And how often do we hear: a bonus for fulfilling a plan?

So developers have to step over their principles, which contradict the two aforementioned and follow the rules of the game, which are accepted in the market.