Every few weeks I send one essay — sometimes two — on how software, teams and organizations hold up under pressure. Drawn from experience, written in general terms: no companies, no clients, no names. Never more than a couple a month, and replies go straight to me.
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A short note on what this is, so there are no surprises. Every few weeks I'll send one essay — sometimes two — on something I've learned about how software, teams and organizations hold up under pressure. They're drawn from experience but written in general terms: no companies, no clients, no names. I'm writing them mostly to force myself to be precise about what I actually believe; sending them to a few people I respect is the part that keeps me honest.
Four are already online:
Understand before you speak — what a two-day workshop with no way to check anything taught me about the difference between knowing and believing you know.
You don't understand it until you teach it — there are two kinds of understanding, and only one survives a room full of people with reasons to test it.
Core and edge — anyone who runs a platform used by many products lives inside a tension that never resolves. It's not a problem to solve; it's a thing to govern.
Scale changes what you know — every significant increase in what you're responsible for makes some of your competence insufficient in the form you built it.
Replies go straight to me and I read all of them. Disagreement is especially welcome — it's the fastest way I know to find out where a piece is wrong.
— Enrico
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