moud

[moud @bym0ud]

During the 2026 world cup I had a blast watch the games a bit of anxiety when @EnMaroc was playing.

But the most fun I had is building https://t.co/OaQSb9sEOO with @claudeai and some family members.

This wouldn't have been possible w/o @footballia3 and its clips, big thank you

[Gergely Orosz @GergelyOrosz]

"My scaleup hired a Director of Engineering who did nothing for a year, except come up with artificial 'verticals' which worked terribly. The person was let go after a year."

- from a software engineer.

This summarizes so many challenges & problems with engineering leadership:

[Stefan Wolpers @StefanW]

"Making Things Better (With Enabling Constraints and POPCORN)" https://t.co/Yut7SyzAka @johncutlefish introduces “POPCORN Flow, a framework for thinking about improvement experiments”

[Julie Zhuo @joulee]

The 2 greatest clarifying questions in product development: "On what time frame? Under what circumstance?"

Everything that is true can become false, and vice versa, depending on how far in the future you are looking.

[Jared Spool @jmspool]

Wrong:
Quantitative data tells you WHAT.
Qualitative data tells you WHY.

Correct:
Qualitative data tells you WHAT and WHY.
Quantitative data tells you HOW BIG IS THIS PROBLEM?

[Shane Parrish @shaneparrish]

Boring progress compounds into exceptional results.

[Ana Lorena Fabrega @anafabrega11]

When mistakes are not penalized, we’re more likely to keep trying. 

And if we keep trying, we have more chances of eventually succeeding.

[Justin Kan @justinkan]

If you can, read books that teach you how to think, not what to think.

[moud @bym0ud]

The quality of relationships between practices ensures the alignment between different audiences around the same Strategy — https://t.co/uelO7af99c

[Shreyas Doshi @shreyas]

Being understaffed is often a feature, not a bug

[moud @bym0ud]

“we need organizational transformations to implement ‘data as a product’ with a bounded context.” — @sallamar https://t.co/kpuCGF7pBm

[moud @bym0ud]

"Leaders face several challenges in the complex domain. Of primary concern is the temptation to fall back into traditional command-and-control management styles—to demand fail-safe business plans with defined outcomes"
https://t.co/s63BAbaohF

[moud @bym0ud]

“Although we may find ourselves nodding along to or advocating the mantra of ‘deliver better software, faster’, we should pause a moment to realise that what we probably mean is ‘deliver better software, sooner’. The difference is both…” — @KevlinHenney https://t.co/Yc5Lm8lt3t

[moud @bym0ud]

Spotify's onboarding metric is time-to-merge your 10th pull request  https://t.co/s7Iy9QwmVI

[Sam Altman @sama]

One of the most important career decisions you make is prioritizing status or substance.

Substance compounds and status decays.

[moud @bym0ud]

"Some organizations try to solve dependencies with tracking. This doesn’t work, because the problem is dependencies, not tracking dependencies"

[moud @bym0ud]

"MTTx metrics are not a meaningful indicator of an organization’s reliability or performance" https://t.co/1xnyPxE2qk

[moud @bym0ud]

@johncutlefish I didn't expect spending much time managing up, I was often caught off guard when directors/managers acted like stakeholders rather than facilitators.

[Kent Beck 🌻 @KentBeck]

Just because you are in service to someone does not make you their servant. I'd prefer "service leadership" because "servant leadership" seems like gaslighting to me. "Service leadership" emphasizes that you as a leader can't actually *do* anything directly.