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The enemies of incremental kick-the-can progress are:
• long deploy cycles,
• committees to discuss every change,
• gate keepers of the code,
• and people afraid to make a mistake
They’re all signs that your engineering culture isn’t good enough yet. The changes you’re making are
• too big,
• too hard to validate,
• too impactful,
• too uncertain.
The longer it takes to ship, the more changes build up, the more certain you have to be it’s all going to work. That’s risk.
Scaling Fast
Swizec Teller
Take IBM. Years ago when IBM was focused on mainframe computers, the company made a ton of money. Today IBM is into everything and barely breaking even. In 1991, for example, IBM’s revenues were $65 billion. Yet the company wound up losing $2.8 billion. That’s almost $8 million a day.
The 22 Immutable Laws of Marketing: Exposed and Explained by the World's Two
Al Ries
R-mode can be invited, not commanded.
Pragmatic Thinking and Learning
Andy Hunt
...catch up on these, and many more highlights
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