Displaying episodes 31 - 60 of 144 in total
Being responsible with your budget doesn't mean that you cannot use the same creativity you'd use when tackling any other problem.
Your leverage relies on your ability to ensure you're not getting sucked into day-to-day minutiae.
Why do you even bother with a big rewrite? Is there a customer that will pay you more for having happier engineers?
Sometimes doubling down on the way you thought things should work is just throwing good money after bad.
Phil Karlton said, "There are only two hard things in Computer Science: cache invalidation and naming things." In this episode, I'm not going to be talking about cache invalidation, but about the art of naming parts of your organization correctly.
Does being an executive necessarily mean that you have to manage a sizable organization in your company?
Summer's here. Let's use it to flesh out some patches and hacks in your organization.
I say at the beginning of episodes that I'm helping you triple impact-per-engineer. What does it mean, actually?
Sprucing up your innovation quotient and lubricating your serendipity by introducing some entropy.
Here's an impactful tactic with an incredible ROI to make your management team better.
Celebrating the 100th episode with 100 lessons picked from the previous episodes.
Join me to hear the story about the VP that knew it all, except for how to use his knowledge.
Wondering what an algorithm I read about as a teenager has to do with your day-to-day as an executive?
Let's take someone with no experience and put them in charge of mission-critical systems. Did I just make you cringe?
Do you have a team of managers focusing on success, or do you have a zoo exhibiting all different types of management possible?
Are you idly waiting for little issues to become emergencies, or are you striking preemptively where needed?
What lessons can you learn from the onboarding Best Buy's CEO arranged for himself?
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