#Engineering-Management
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The Innovator's Dilemma in Engineering Organizations
Innovation teams create a perverse social structure — the design challenge is rewarding essential production work while still enabling experimentation.
IC vs Management: A Longer Career Than You Think
The IC-vs-management decision feels permanent when you think in 10-year terms — but in a 30-40 year career, it's far less binary than it appears.
Feedback Loops and Counterintuitive Constraints
Modeling with real data reveals surprises — Larson discovered hiring was constrained by manager hiring, not engineer hiring, fundamentally changing where he invested his time.
When the Model Breaks: Messy Situations Require Human Judgment
Models are useful but they miss things — when overlapping scenarios fall outside the system's coverage, managers must fall back on human judgment.
Just Systems in Engineering Management
A just system ensures people who follow established processes are rewarded equitably, removing the need to game or self-promote.
Multiplying Value Through Systems Thinking
Successful engineers multiply value rather than just adding it — think in terms of system effects, not just the immediate task, and the returns compound.
An Elegant Puzzle - Systems of Engineering Management
Engineering management as elegant puzzles — a recipe book of systems and structures you return to when you need them, essential for isolated managers learning from books.
You Don't Have to Read Every Page
Management books work better as references than narratives — put them down, come back when a new challenge makes a specific chapter suddenly relevant.
Andy Grove's Arithmetic for Team Sizing
Simple arithmetic beats research-backed perfection: half a day per direct report means no more than ten — sometimes basic observation is all you need.
Dealing with Single Incidents Exceptions
Don't treat a single incident as representative reality — look at the distribution like a flame graph, and design processes that handle exceptions fairly.