How past technology waves have impacted strategy

How past technology waves have impacted strategy
14 minutes by Whitney Zimmerman

Each wave of information technology has made it easier to produce analysis, but companies often end up with more reports and worse decisions. When leaders stop engaging directly with the work, strategic thinking weakens even as analytical output grows. AI raises the same risk. The fix is the same too: leaders must stay involved in framing problems, debating choices, and building shared understanding rather than just consuming finished results.

Key activities for sustainable engineering team
9 minutes by Dunya Kirkali

Good engineering managers know when to zoom out for strategy and when to zoom in to help their teams. Key activities give signals for when to switch. Internal meetings like standups and retrospectives show team momentum. Boundary and external activities, like ops reviews and customer feedback, reveal how well the team connects to the rest of the business and the outside world.

What being "inspiring" actually means
8 minutes by Wes Kao

Inspiring people at work is less about passionate speeches and more about making a compelling argument. The key is framing ideas in concrete, visual terms that trigger a visceral reaction in your audience. Instead of citing abstract benefits like "team alignment," show people the real cost of their current behavior and what changes for them personally. That specificity is what moves people to act.

Ownership over hiring
10 minutes by Ido Green

Scaling engineering is really about scaling ownership, not just headcount. Each growth stage adds coordination overhead, and the real challenge is stopping that overhead from growing faster than the company. Early on, lean teams with end-to-end ownership beat heavy process every time. As teams grow past 50, then 200 engineers, clarity around who owns what becomes the deciding factor between fast and stuck.

How can I lead a critical project when senior leaders are in conflict?
29 minutes by Andi Roberts

Conflict between senior sponsors usually has structural roots, not just personality clashes. When project leaders try to fix this through diplomacy alone, they absorb dysfunction that belongs to the wider organisation. The solution is to clarify who holds decision authority, create formal governance structures that force alignment, and escalate problems as delivery risk rather than personal frustration.

industry

• Qualcomm to Acquire Modular
• Hotter Than a Hot Tub: The 45°C Breakthrough to Cool AI’s Biggest Machines
• IBM Debuts World’s First Sub-1 Nanometer Chip Technology
• OpenAI and Broadcom unveil LLM-optimized inference chip

security

• Package Manager CWEs
• LastPass notifies users of yet another data breach
• The Real Price Tag on Breaches

And the most popular article from the last issue was:

• Riding technology waves