Articles
It’s been a rough few years online.
We hit a new low in 2016 with displays of partisanship between friends, acquaintances and strangers. 2017 isn’t shaping up to be any better.
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Whether you are on the giving or receiving side, not many people look forward to annual review time. The sense of foreboding is understandable given that the conversation revolves around accountability.
So with teams, managers and individual contributors setting expectations and goals for the year ahead, I'm going to explain
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Have you ever seen a salesperson boast about meeting their revenue targets without caring about whether the sale was profitable?
Have your kids proudly showed you an A on their geometry test and ignored the fact that they haven't turned their homework in for a month?
Has a delivery team
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Robots are all the rage in the media these days.
Almost every story, whether news or fiction, says the same thing: robots are coming for our jobs. A few claim that robots will bring about a new age where humans are elevated into new jobs in existing and as of yet
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Is anything rarer than an intranet that employees love?
While I’m fully versed in the black swan model of how it’s impossible to prove a negative, this might be the exception.
All enterprise intranets and social networks have the same glaring flaw that technology cannot fix: search.
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Comic books have a certain math: for every superhero, there is a villain.
But superheroes and super villains don't only exist in the comics. They roam the halls of the business community.
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People sometimes accuse me of not appearing focused on the problem at hand. And every time I give the same answer: we might just be seeing the problem differently.
Picture a bottomless pitcher of milk turned on its side, spilling milk onto the floor.
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A lie is being told in the meeting rooms and offices of corporate America. The lie is so basic and pervasive that it can be found in institutions throughout the world.
The lie is linear causality.
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It's just over four years since Netflix's qwikster goof.
People cancelled subscriptions, the Internet lit up with eulogies and pre-obituaries that pilloried CEO Reed Hastings and Netflix over what was perceived as a fatal arrogance.
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To some degree, we are all pretending.
Executives pretend that they are always accountable and that they can hold others so merely by talking about it. Managers pretend the same thing. Individual contributors pretend that they are the only ones who are accountable.
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Anti-patterns can be hard to spot. Anti-patterns are the inevitable outcome when a rule set is applied so rigidly that it yields the opposite of the original desired outcome.
User experience is no exception to anti-patterns.
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This is not a "Top X Tips" article. If, after reading this article, you say to yourself "if I do these three things, I'm guaranteed a promotion," you are too naive to deserve a promotion.
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I not only welcome our future robot overlords, I work with teams to build them.
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Last month, instead of retreading over the tired “What is DevOps?” ground, I asked a different question: “How Do You DevOps?” While the debate over litmus tests and succinct definitions continues, one voice struck a chord. While I empathize with Josh Johnson’s angst and frustration, I would offer an
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