#232 – March 09, 2025
"being in the code" and "writing code"
Should managers still code?
9 minutes by James Stanier
In this post James discusses whether engineering managers should write code, emphasizing the distinction between "being in the code" and "writing code." He argues that while all managers should be deeply involved in understanding, reviewing, and overseeing code, they don't necessarily need to be primary code writers. He addresses the current tech industry climate where managers face increased pressure to be more technical and hands-on, offering practical approaches for managers to stay technically engaged without compromising their primary management responsibilities.
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Change Is Hard
13 minutes by Mike Fisher
Mike explores the difficulty of organizational change, using Boeing's safety failures as a cautionary tale of what happens when companies prioritize financial goals over engineering excellence and safety. He examines several established frameworks for managing transformation, including Kotter's 8-Step Process, Lewin's Change Management Model, ADKAR, Appreciative Inquiry, and the Transtheoretical Model. Each framework offers distinct approaches for overcoming resistance and implementing sustainable change.
Who gets to do strategy?
12 minutes by Will Larson
In this post Will argues that anyone in an organization can contribute to strategy, regardless of their position, though the approach varies based on one's role. Engineers can use methods like "take five, then synthesize" to document existing decisions and influence through modeling behavior, while executives have the power to mandate compliance but face their own constraints. Will emphasizes that strategy work is accessible to everyone but requires different tactics depending on organizational context and role, noting that even in challenging environments with missing strategies or poor judgment, progress is possible through influence and persistence rather than authority alone.
Speed vs. Accuracy
7 minutes by Ben Howdle
In this post Ben explores the concept of a speed-accuracy spectrum in software engineering, where engineers naturally tend toward either rapid iteration and quick delivery or thoroughness and long-term stability. Ben, drawing from 15 years of experience in various engineering roles, explains how different company stages require different types of engineers along this spectrum.
Thinking in Maximums
15 minutes by Arjun Shah
Arjun dives deep into the prevalent "Minimum Viable Product" (MVP) mindset in tech startups, arguing that it leads to mediocrity and incrementalism. He advocates for "thinking in maximums" - pursuing ambitious, transformative goals rather than small, iterative steps. Companies like OpenAI, Tesla, Figma, and Notion are cited as successful examples of this approach, having invested significant time and resources in building robust foundations before rushing to market. While the MVP approach can reduce early risks, Arjun suggests that truly revolutionary products and companies emerge from bigger thinking and longer-term vision, even with limited initial resources.
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And the most popular article from the last issue was: