This profile on C.C. Myers is a good example of leading from the front but even more than that it shows that speed begets speed.
I’m not that negative about the Dominic Cummings job ad, because:
- Unlike a lot of people in governments everywhere, he seems to have a clue what he is doing.
- That a person who’s winning would quote Boyd is not a coincidence.
- Using a blog in this way (or Trump tweeting like he does) is the direct e-government that everybody has always been asking for. Not so fun now that we have it, is it?
- Governments and institutions are breaking or already are broken in this age. They do need large scale overhaul.
This is even worse in Germany where the institutions are bigger and the ahistorical denial of reality is immense. It’s going to be really ugly when they go down.
- A city like Berlin, that can’t get anything done to save its life, would probably be massively improved by this approach. Our local government here can’t find its own asshole without help from McKinsey. Please somebody do this for Berlin.
Not surprisingly I agree with these reasons to do give management a try. It can be a very rewarding thing for the right person at the right place/time.
A bunch of very relevant guidelines of how to setup a product team at various stages of a company from the CPO of Credit Karma.
The difference between peacetime and wartime productivity is when things are so explosive and all your systems break down and when you get out the other side everything is changed. It’s an essential and very educational mode.
I started reading this article on WeChat which turned into a convincing takedown of design thinking’s incrementalism and lack of vision.
A good summary of Grove’s High Output Management and a strong argument to read it: “To paraphrase the book, the job of an executive is: to define and enforce culture and values for their whole organization, and to ratify good decisions.”
I usually say that application development (mobile and otherwise) is a solved problem but once you go to any kind of scale, you run into all of these operational issues which keep things interesting.
By a solved problem, I mean that figuring out what to build and building it is by now, for an experienced team, a linear endeavor. Aligning the rest of the organization to be able to do this, however, not so much.
A thorough and very useful teardown by Lara Hogan of management at the various levels of indirection.
‘IC work: hahaha’ indeed; I haven’t written a line of production code in a while now.
I’m doing all of this instinctively but it’s nice to have written out what you could do as part of leadership development within your organization.