How successful companies go blind

How successful companies go blind
4 minutes by Ian Reppel

Successful companies can lose the ability to recognize good engineering the same way cave fish lost their sight: the environment stops rewarding the trait, so it quietly disappears. New hires learn broken systems, then replicate them through hiring panels, and careful engineers who push back get overruled until they leave or adapt.

The AI Testing Gap Between Demo and Production
sponsored by BrowserStack

A model that works in a demo and one your team trusts on release day are two different things. At the QA Leadership Summit, leaders from companies like Google Cloud and Salesforce walkthrough how they're putting AI into testing, measuring its impact, and building reliable systems that scale. Free virtual event, July 22.

Real-time feedback in every interview
10 minutes by Mark Grebler

Ending interviews with direct, honest feedback turns a one-way process into a real conversation. Candidates rarely get it, so they almost always appreciate it. Giving specific feedback on candidates' capabilities also allows them to correct genuine misunderstandings, leading to better hiring decisions. Mark suggests focusing on what someone said or did, not their personality traits.

How much should a manager code?
6 minutes by Roman Nikolaev

Coding as a manager isn't about hitting a time percentage. It's about staying connected to how your systems and team actually work. The real risk isn't coding too much or too little — it's coding to carry delivery yourself instead of building a team that runs without you. A green contribution graph isn't the goal. A team that barely needs you is.

The laws of this world (game theory)
15 minutes by Incentivising

Hard work alone rarely leads to success because effort without the right position, visibility, and problem selection produces little return. The market only rewards outcomes, not hours spent. Most people follow an outdated model that no longer reflects how success actually works. Fixing your direction, making your competence visible, and solving problems the market genuinely needs will matter far more than working harder.

How do I deal with my team member resisting a change?
10 minutes by Andi Roberts

Overt resistance to change is often more useful than it looks. The person objecting out loud is still engaged, and their pushback frequently signals a flaw in the plan, an unacknowledged cost, or simply exhaustion from too many changes at once. Research shows that perceived fairness, not enthusiasm or persuasion, most reliably reduces resistance.

And the most popular article from the last issue was:

• Laws of project management