Lots of great ways to manage change in organizations. It’s a bunch of work to do this, but if you skip these steps, the results can and will backfire. I particularly like the guiding policy strategy where even if I don’t know something I can usually spitball the values and invariants of the situation that will fit the result.
Seeing that Gitlab had published their TeamOps framework, I stayed up late to get my certification. I especially liked the recorded meetings with Sid Sijbrand and other Gitlab senior staff that they have published on YouTube.
Running multiple strategic tracks will set you up to dominate at a large scale, but many organizations can’t run one let alone run multiple at the same time. The visualization and plays as described here by Itamar Gilad look a lot like Wardley mapping.
A short guide of how a team can turn around the work they need to do on a legacy system and come out the better for it. I’ve seen lots of teams struggle with this but as described here a lot of it is in the approach and the praxis of doing it and working together.
Pretty much each of these 20 systems thinking tips, I’ve had to learn the hard way so seeing them all in one place is good but also difficult.
People see this kind of talk about self-governance and think there is no process or management in such a setup while usually there is more (and higher quality) than in a traditional organization. It’s also some of the best work you will ever do.
A lot of very uncomfortable questions in this list of staff engineering program dysfunctions. It seems this is quite widespread and we’re collectively figuring out how to shape this path.
That’s a very relevant and timely article listing the challenges middle managers face in the post-pandemic office. It’s a lot!
Please let’s never talk about GitFlow ever again other than with stories like this of how we moved people away from it.
Some teams will be willing to try something else and see how it makes their lives radically better and others will refuse and put their heels in the sand.
Sure there are reasons why people react in a certain way, why some people are protective or conservative but those reasons are not destiny and everybody can choose agency and make things better.
What choice will you make?
“People have 250 percent more meetings every day than they did before the pandemic,”
Lots of people default to meetings for everything they want to get done which leads to the negative effects listed in the article but is also a severe indictment of their competence and flexibility.