A case for becoming good at writing for software engineers that frankly holds up for anybody in a growing organization.
A nicely put explanation for why I too pick my environments to be maximally productive with minimal configuration. In many cases, I just make do to the disgust of those who’ve learned all the shortcuts and applied all the customizations, but to them I’d say: marginal returns and opportunity cost.
I’d dare say that with the waning of the iPhone as a platform (both for development and for business), Apple’s closed plays will be increasingly lackluster. I’ve been rooting for Swift but it’s a horse running in the wrong race.
About password managers:
“But I never found a way to get people onto 1password in a single training session. The setup process has a lot of moving parts, involving the desktop app, browser plugin, online service, mobile app, and app store. It requires repeatedly typing a long master passphrase.”
People do not like to hear it but password managers are BAD. Even the best of them is so bad that I struggle to use it. (I do because I have no alternative.)
Tooling has become so good and so empowering that like in this tweet, many commerce ‘startups’ that are really struggling to hire and retain dev teams (and then utilize them to their potential) would be much better served using Airtable, Zapier and Pipedrive until they break.
More likely in any case that the startup will go out of business or be acquired than it hitting the limits of those kinds of tools.
Gitlab’s CEO Shadow Program is a testament to their deep and deliberate thinking about organizational development. I’m curious whether more companies do this.
A huge deep dive into how Strip invests in technical infrastructure that contains too many good things to list.
Prioritize as much work into the future as possible, shedding “forced” work.
To start digging out, sometimes you can get creative, finding more leveraged approach, push on the constraints a few times to make sure you’re not being rigid. The goal here is to find work that addresses “forced” work that also reduces future “forced” work.
Consider getting product managers into your infrastructure organization. Not every team needs them all the time, but having even a few who can help navigate the transition from firefighting to innovating is super helpful.
If your team is doing forced, short-term work, then dig out by investing into your operational excellence.
If your team is just starting to experience the thrills of discretionary, long-term work, then invest into your product management skills.
If you have discretionary budget, but still find yourself running from one problem, then identify the principles to balance your approach, and set baselines for each principle.
I am hard out at three 2/3 days a week to pick up my children and stayed at home last Friday to take care of a sick kid, so I am doing my best to parent very much out in the open in my workplace. It helps that my grandboss is also very explicit about this but I still find it difficult.
“code is just a high precision design medium”https://twitter.com/PavelASamsonov/status/1127207381673418752
From an interesting discussion of the nuances between product and design strategy a notable tidbit that sheds a lot of light.
Also while we are discussing the ever-shifting definition of design, here’s another interesting tweet.
You see this a lot with design wanting ‘a seat at the table’ but more often than not at those tables (which are inexplicably always at the highest echelons of power either in companies or government), most designers will not have the first clue what to contribute.