,
5 tweets,
1 min read
Read on Twitter
The reality is that you need a high focus on technical craft (and viewing feedback mechanisms as a top priority) to be able to actually focus on impact over deliverables.
It’s not a switch. And it’s not (always) a philosophical / “mindset” thing. It’s really hard.
It’s not a switch. And it’s not (always) a philosophical / “mindset” thing. It’s really hard.
As someone who has rattled on about feature factories and outcomes over output, I’ve come to see it as much more nuanced over the years.
For many orgs, a “functional” feature factory is what their current limitations will enable. It’s the best they can do.
For many orgs, a “functional” feature factory is what their current limitations will enable. It’s the best they can do.
A feedback loop requires sense AND respond... inputs outputs outcomes and benefits.
It’s the coherence and connectivity that matters. And learning cadence.
It’s the coherence and connectivity that matters. And learning cadence.
Recently ...
CEO: “people seem to imply we dont care if any of this works. That is the furthest from the truth. Our problem is that in lieu of feedback all we have to go on is output. It is not ideal, of course”
CEO: “people seem to imply we dont care if any of this works. That is the furthest from the truth. Our problem is that in lieu of feedback all we have to go on is output. It is not ideal, of course”
We make be focusing too much on the obvious ... impact matters. And less on the actual nuts and bolts which foil best intentions.
