Delegating Projects, Not Tasks

This approach works if you expect your workers to be experts. This of course works for some companies that have the ability to attract workers who are highly skilled as well as they are generalists, and hence can efficiently and skillfully perform a range of activies. The risk is also high in that it is difficult to replace such workers. The majority of the industry works on minimizing this particular risk and hence they create teams where each worker can perform a subset of tasks well. Basically, scattering your eggs in different baskets.

Anyways, this was a nice read. Also good to know that some companies can operate in an unconventional way and also make good profit (because of and not in spite of) their unconvential way of working.

> Instead we define the direction, the purpose, the reason, and a few specific "must haves" up front. The rest — all the rest, which is mostly everything — is determined during the project, by the people on the project.

If you think people are motivated when they get to own the whole project, wait until you see what happens when they get to own their direction/purpose too!

This is a great approach and largely how we operate.

One of the downsides is that it’s quite stressful for junior team members who don’t have the confidence to run a project.

We’ve managed to offset that by having them shadow a more senior person but I don’t think it feels right yet.