Upstream is a great read! It also talks of an interesting challenge that upstream work brings. How do you reward upstream work when there is no improvement to show. If an error happens, then reactive work done to bring improvement are clearly visible & rewarded. But if proactive efforts don't let those error to happen once, will we even know?
More like "If a tree falls in a forest and no one is around to hear it, does it make a sound?"
Org where the culture of "not having error" > "fixing error fast" is present are the best places to do upstream work.
Picking out instances of problems avoided is like being able to count zeroes. So much harder than counting ones, which are all there in plain sight. I'm keen to learn about the practices of orgs that have the culture of "not having error" > "fixing error fast" as you say.
Upstream is a great read! It also talks of an interesting challenge that upstream work brings. How do you reward upstream work when there is no improvement to show. If an error happens, then reactive work done to bring improvement are clearly visible & rewarded. But if proactive efforts don't let those error to happen once, will we even know?
More like "If a tree falls in a forest and no one is around to hear it, does it make a sound?"
Org where the culture of "not having error" > "fixing error fast" is present are the best places to do upstream work.
I'm halfway through the book. The central idea of tackling problems upstream is something I was introduced to by Shreyas Doshi (https://twitter.com/shreyas/status/1218728186596347905)
Picking out instances of problems avoided is like being able to count zeroes. So much harder than counting ones, which are all there in plain sight. I'm keen to learn about the practices of orgs that have the culture of "not having error" > "fixing error fast" as you say.