Leading Distributed Teams
summary
Four concrete problems and fixes: Conway’s Law forces org charts into software unless you apply the reverse Conway maneuver and reorganize teams; Amdahl-style bottlenecks mean one slow service or team (e.g., five workers, four at 100ms, one at 2s) sets release speed so move from functional groups to feature teams; empathy and familiarity need quarterly meetups, managers who travel, and simple rituals like forcing video on and taking paper notes; use few channels, document decisions and pick KPIs to grant local decision authority.
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chapters (12)
- 0:00Start
- 4:30ORGANIZATIONS WHICH DESIGN SYSTEMS... ARE CONSTRAINED TO PRODUCE DESIGNS WHICH ARE COPIES OF THE COMMUNICATION STRUCTURES OF THESE ORGAN ZATIONS
- 7:19ARE WE TRAPPED BY CONWAY'S LAW?
- 7:37IT EASIER TO WORK WITH CONWAY'S LAW THAN TO FIGHT IT
- 8:15DESIGN THE ORGANIZATION TO DESIGN THE ARCHITECTURE.
- 8:25THE REVERSE CONWAY MANEUVER
- 11:56SPEED UP THE SLOWEST ELEMENT?
- 15:30LEADERSHIP DRIVES ORGANIZATIONAL STRATEGY
- 17:16EMPATHY
- 17:29FAMILIARITY BREEDS TRUST
- 40:29THE MODERN WORKFORCE IS DISTRIBUTED
- 41:20THE CHALLENGES CAN BE OVERCOME
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