Why scaling organizations is so difficult?

Why scaling organizations is so difficult?

There's plenty of hard topics in building software, but if you asked me what's the most challenging one, I'd answer without doubt: scaling (engineering) organizations.Why so?first of all: economies of scale do not work for building software (I've written an article about that few years ago, if you're interested in more details)the role of contextual knowledge is more important than in other industries (people/roles are not so easily replaceable), so learning curve for new people is steeper & adaptation takes them more timeorganizations can grow much faster than the sharpest & most successful people within these…

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Quantifying seniority (the right way): "the leverage"

Quantifying seniority (the right way): "the leverage"

Let's talk about "seniority" - but not in the usual way, in a context of career progression. I'm more interested in speaking about the "seniority" itself, regardless of specialty/path chosen, compensation, labels & position names. It's the kind of discussion that revolves around the following questions:what makes senior "senior"?how to measure/compare "seniority"?does seniority have boundaries? (what is the ceiling, how to recognize it and ... what happens when you reach it?)Answering these questions ain't trivial & every organization does it its way (or pretends the problem doesn't exist ...). I have my ways as well: dimensions,…

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