Advice often heard is that one should refrain from making decisions until absolutely necessary. The logic behind it is that by keeping your options open, you will be able to make the “right” decision, as opposed to prematurely committing to a suboptimal choice. Sounds good, right? However, it’s often the…

I don’t think I ever came across a manager or executive who claimed that micromanagement is a good thing in all my years in the industry. Everyone knows that the “right” thing is to let your people have autonomy. As a senior executive, you likely already know that you shouldn’t…

For someone specializing in making R&D organizations accelerate delivery dramatically, there’s nothing easier than being called in when the team faces a clear obstacle. When you look, and you see that there’s an iceberg ahead, there’s not a lot of novelty required: you put all your might and attention to…

Often, you notice these things while you’re doing something else and do a double-take. You’re glancing over emails trying to find a thread, and notice an update someone made. Maybe you saw a conversation in a Slack channel you rarely read. It can even be a sentence uttered in the…

Much like we would stage an intervention, if a friend were obsessed with maxing out credit cards, we should stop focusing all developer attention on tech debt. There is a limit to the amount of debt that could be cleaned, but innovation is boundless. …

I go on and on about impact-per-engineer in organizations and how my mission is to help double and triple it for my clients. However, it seems like a significant portion of leaders in our industry cannot envision how this can come about without making engineers work “harder.” …

A challenge for all leaders of growing R&D organizations is maintaining a certain momentum throughout the ranks. Not to disregard the benefit of tools for measuring velocity, I have a hard time with its innate subjectivity. With time, teams face a stale velocity. …

A subject that many executives feel incredibly uncomfortable addressing is their ultimate departure. Nothing lasts forever. The average tenure of non-founding executives seems to revolve around three years. …

Aviv Ben-Yosef

Tech Executive Consultant, I help create autonomous teams that deliver @ https://avivbenyosef.com

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