There's a huge difference between telling a team what to do and getting them to understand what they're trying to achieve. Giving context isn't sharing more information, it's helping someone understand what game they're playing.
More and more teams are delegating code review to an agent. Before accepting the shift, it's worth pausing on a more basic question: what was code review, done between humans, actually doing all these years.
Building something is no longer expensive. Deciding what to build-and getting everyone to understand it the same way-is what's still expensive.
There's a stage in a team's growth where everything revolves around getting the process in order. But if you're not paying attention to how it ages, the process starts taking up space it shouldn't.
When a team fails, the first reaction is to look for someone to blame. But what can we do to exercise proactive leadership?
Reflections on how an organization like AIESEC can develop leaders more effectively than many companies.
There are people with enormous potential who remain stuck in their initial quadrant, and no one, neither they nor their leaders, walks far enough to see what lies beyond.
The idea that everything must have a number in order to be managed ends up pushing us toward a mechanical, oversimplified, and sometimes inhumane way of thinking.
We build features as if that were the goal… but what if we’re not generating any real impact?
A Talks by Pomelo session about how the Pomelo dashboard went from a monorepo to microfrontends integrated at runtime, and why the hardest part in the end wasn't the technical one.