Interview is what’s wrong. The whole concept that you can assess abilities of anyone in less than month is weird. No wonder that people attending interviews are terrified, they are going to play in important drama without training actors get. Coffee shop? Not guilty if you ask me.
I understand importance of figuring out bottlenecks in system (system limits), but in Kanban we simply use these as a WIP limits right? So in pull system, you should have a WIP limit set to the “takt” of the system.
Not sure that I understood the article right though.
I agree with that 💯% Any theoretical knowledge of managing people is useless without experience. On the other hand, as some of companies I was working with scaled up, I was basically forced to stop practicing my tech skills — and I enjoy the human part of the job. So from my experience it is not critical to do the job with your peers as a manager, just to understand them.
As with Wave years ago, Google got this right and just missed execution. AR is definitely next big thing — but I still believe in our little palm computers, they will just shrink again as their screen will get less and less important.
I like your writing. But I am afraid that we all pick our partners on much lower level of our brains and it takes years of unnecessary hurting each other to train our 🦎 brains to react in different way.
I disagree. Take that Fire Phone example. In “perfect on the arrival” approach, you will be still designing this concept. It will be never validated by market.
Design is not living in a nice world of unlimited resources. I like to think about whole SDLC in a hackathon way of work: you have limited time to market and it have to be good enough to sell your idea.
I agree with most in this article. For me, holacracy and flat structure ideas are basically balancing process in companies. If your organization works the way you don't agree with and you are trying to propose change, these models can be helpful to reestablish balance.