In which I explain that management is, indeed, work. But it doesn't look like work because it deals in different material than thermodynamics or information.
Just saw this tweet by Jason Fried and got inspired to write about admiration, the often overlooked attribute of great teams. Jason is an astute org observer and he has hit the nail on the head. There is a huge difference between teams in which the members are playing zero
99% of orgs don't do this. In a previous post, I started talking about Nailing the Quarterly Plan. The thing about planning is that it only makes up half the game. A fact that often goes unnoticed is that planning, in and of itself, is a necessary but insufficient condition
Gantt masti time.
From the dawn of the age of computing, humans have been telling computers to do things. That has never been the problem. A stack of punch cards can instruct a computer just fine. The problem is, and always has been the human comprehension of these programs. Because until recently all
Dashboards are like teeth. Strong, white teeth indicate overall health and viability of an animal. And beautiful, useful dashboards indicate the health and viability of an organisation's information systems, which these days is the health of the whole org.
One of the defining characteristics of a well functioning product org is discipline. And discipline necessarily entails getting people to do things one way and not another, which as we all know, can be famously difficult when dealing with programmers. Some have likened the organisation of the efforts of programmers