jSully24

"But Target won't set a minimum requirement for office time. Kremer said that's based on employee feedback and the desire to attract and retain talent."

This is how you get the most from your teams. How is it a huge employer like this (in the midwest!) can embrace this and so many "high tech", "agile" companies can not? You hired these people, why don't you trust them to get their jobs done if you can't see them?

My thinking was that it puts real costs in front of people. You see more directly what that street to your house costs.

I’ve always thought about advertising the cost of the section road you’re in costs to build, maintain, and push the snow off.

This story explains it better than I can: https://www.twincities.com/2020/02/25/15700-street-assessmen...

work on a street with only local traffic will have a higher percentage of the project cost paid by the property owners on that street.

I wonder how many unfinished messages I’ll send before my muscle memory remembers I’ve switched?

Will this be visible to the naked eye similar to the International Space Station?

If you have nothing to sell you’re done. If your legacy cruft becomes overwhelming you’re done, but likely via a slow death.

Good teams are always struggling with this balance and there is no way to be right, but hopefully you can find that balance and be good enough.

It is negatively written, but I don’t think they are looking for sympathy but reflecting how much harder this is when you’re repeating it.

Especially when we could have had better outcomes had we all been in this together.

While I’m celebrating the great quarter, how much will blowing out Q3 impact Q4 by way of not having the equipment people want? They also announced a several week delay and in delivery of the next gen iPhone. Might be negligible?

Sorry, calling BS on this one. You’re calling out an entire group when, like most things, it’s a subset of the broader group. Good PMs understand that a complete product is not just new fancy features but a combination of Features, tech debt work, security and more. At the end of the day if our customers aren’t secure, we’re in trouble.

I’ve been on both teams. Once watching a PM stand n the midst of my engineering team proclaiming “I don’t give an F about your technical debt, when will my features be done?” And now I lead a product management team. Great companies have Product and Engineering trusting each other and working together. They may disagree from time to time, but they deliver together and work together to balance what gets done.

(edit - typo)

Sales leadership should know that they need to build a sales team capable of selling what you have now while providing a vision of the future. Just guessing, but it appears they are caught up in trying to sell using features rather than selling your product as a solution to the problems your potential clients have.

If they can not sell the solution and keep getting caught up in a feature to feature competition, your company is in significant trouble.

That said... the feedback from potential customers, new customers, current customers, what you see competitors doing, your support organization, and the engineering team plus your vision of what the product needs to become are all critical for you making decisions on what to build.

As many here have said, there is much more to your question than can be answered here. I'd be happy to talk if you'd like to.

By the way, I have a single KeyNote slide for our roadmap. Not fancy, but it is simple, cheap, and gets the job done so we can focus on the product.

If this design brings the noise levels they want, perhaps they are only worried about small distances to be covered?

If they have “the answer” but don’t understand the “why we are here today” their decisions should be, at the very least, suspect.

They do need to make money. But the marketing hype around this change just seems so dishonest.

My favorite thing is when I’m on a call and someone asks if they are hearing birds! It’s just wonderful being in the fresh air.

Is what good managers do.

Start with asking questions about how work is assigned/doled out. Where does all of their work come from, the Agile board? Someone stopping by and asking "can you do x" or "can you help Jill with Y".

Follow that up by digging into how they then talk to others about their progress on that work. Ask if they're interrupted or allowed to progress independently? How often does someone ask them "Is that done yet?"

Ask about how often they're asked about the status of the same piece of work by different people. Dig into how they keep everyone else apprised of what they're doing.

Ask them about their relationship with their Scrum Master, Project Manager, Product Owner, Dev Manager, etc. Ask what they could change about it if they could.

That line of questions may uncover the micromanagement pattern. Even if it doesn't, it will go a long ways in helping you get a feel for how a team works.

Maybe it’s just been a long week...

It not only goes into the doping, but also the training and diet necessary to get the athletes weight to a level so they can achieve the necessary power to weight ratio to compete to win. It's crazy. But when you consider the investment teams are making in these athletes, you can see their motivation to cheat the system.

After looking over their website it looks like a real estate company providing kitchen space, WeWork for chefs.

I posted this link several weeks ago, so perhaps the "not-com" bubble" is not bursting? https://www.theatlantic.com/article/600232/

I do think this idea is actually pretty good. However I don't see a way this will gather the necessary hockey stick growth for typical startup gains that garners this much investment.

But, I've been wrong plenty of times before...

Turbulence from a 747 that took off before this flight and “unnecessary and excessive” use of rudder inputs tore off the tail fin.