-- that i am actually a touch peeved to have discovered a real answer. 🙃
when the future looks this uncertain, eng leaders become much more attuned to the cost of engineering cycles.
being borne..layoffs, anxiety, etc 💔
but focus on internal efficiency? this is exciting. these are the times tech has made its great leaps forward into the automation age, when bets like "the cloud" were made and sealed.
building their own was always a terrible idea. but as long as hiring more people felt effectively free, the opportunity cost was obscured from view.
the cost of diverting a whole team away from your core business problems becomes suddenly acute.
"Could you 10x your business (revenue, requests, customers) with just the engineering team you have now?"
do you know of any other companies doing roughly your volume, but with an order of magnitude fewer and/or greater engineers on their team? what are those teams doing differently?
stripe.com/files/reports/…
you can only fix overload by reducing the workload to a tractable quantity. *then* hire more capacity.
you need to figure out how to make every engineer dramatically more productive this year than they were last year, and next year more productive than this one. year after year after year.
so you need to steadily wring inefficiencies out of your systems -- make them easier to manage, easier to understand, easier to navigate and repro and maintain and upgrade, with fewer human cycles.
there's no such thing as standing still, you're actually sliding into entropy.
it takes a LOT to make us knuckle down and account for where our time goes. (like...global pandemic and depression.)
here's how to take a cudgel to your engineering team's inefficiencies:
once you see where the time goes .. you cannot. unsee. 😬