I’ve been reflecting on how easily being helpful can turn into an unsustainable operating model. When a team repeatedly steps in to solve problems that aren’t really theirs, the organization can slowly learn to depend on them. This is what I’ve learned about protecting team capacity, clarifying ownership, and creating space to improve the system not just keep it running. Learn more inside.
When regulatory compliance and corporate KPIs hinge on a single proxy metric, teams don’t build resilient products—they hyper-optimize for the test cycle. From cylinder deactivation schemes that destroy engines at 45,000 miles to software sprint velocity targets that invite technical debt, Goodhart’s Law reveals a universal trap: when a measure becomes a target, it ceases to be a good measure. Discover why narrow metric-chasing breaks complex systems, and how leadership can shift focus back to real-world performance. Learn more inside.
Technicians bring invaluable hands-on experience and know how systems behave in the real world. Engineering adds a discipline for modeling, abstraction, questioning assumptions, and predicting behavior beyond what you’ve already experienced. Both matter. But that way of thinking is what the word “engineer” should represent. Learn more inside.