I’m currently in the position where I’m arguing for the things you classify as “motion” at the expense of some of the “progress” (e.g. requesting more time on tech debt and improvements to current infrastructure over the bum-rush of onboarding new customers and accomodating feature requirements). It’d be interesting to see your point of view on how to balance this and get all parties involved to agree on a compromise - since I, as the engineer, obviously want a ‘nice’ product, whereas the sales team and CEO would obviously rather a faster growing customer base, clearly someone has to compromise, but it feels like aiming for the progress items 95% of the time is leading us down a dark path that ultimately ends in company failure.
Sean, love the clarity you bring to everyday things people ignore or overlook. Most importantly, your single image speaks it all, the bar is high :)
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I’m currently in the position where I’m arguing for the things you classify as “motion” at the expense of some of the “progress” (e.g. requesting more time on tech debt and improvements to current infrastructure over the bum-rush of onboarding new customers and accomodating feature requirements). It’d be interesting to see your point of view on how to balance this and get all parties involved to agree on a compromise - since I, as the engineer, obviously want a ‘nice’ product, whereas the sales team and CEO would obviously rather a faster growing customer base, clearly someone has to compromise, but it feels like aiming for the progress items 95% of the time is leading us down a dark path that ultimately ends in company failure.