Recontextualizing a problem is a transformative approach that shifts the focus from micro-level analysis to a broader strategic perspective. As Thomas Wedell-Wedellsborg highlights in What’s Your Problem?, recontextualization requires asking the right questions, like, “Is this the correct issue to focus on?” instead of simply analyzing surface-level symptoms. For Tech Managers, mastering this skill can […]
What defines progress in a software project? According to Alisson Vale in A Fórmula da Eficácia, progress isn’t measured by how much code is written or how fast features are delivered—it’s about solving the correct business problems. This principle challenges Tech Managers to rethink traditional success metrics and focus on delivering significant outcomes. Providing the […]
Achieving high performance in technology organizations is not about shortcuts or off-the-shelf solutions. As Nicole Forsgren, Jez Humble, and Gene Kim emphasize in their book Accelerate, proper performance comes from developing capabilities tailored to your unique context, goals, and challenges. This path requires deliberate effort, focus, investment, and—above all—time. For Tech Managers, this principle is […]
The concept of Extreme Ownership, as outlined by Jocko Willink and Leif Babin in Extreme Ownership, is a cornerstone of effective leadership. The principle that “there are no bad teams, only bad leaders” resonates deeply with Tech Managers’ daily challenges. Owning the outcomes and your team’s culture, standards, and performance transforms ordinary groups into high-performing […]
The role of a Staff Engineer has expanded far beyond technical excellence. As highlighted in Team Topologies, an effective technical leader needs more than just deep engineering expertise; they must possess social and organizational skills to navigate complex team dynamics and influence structural decisions. This shift reflects the growing need for Staff Engineers to operate […]
Teams often need more time to juggle multiple priorities with limited capacity, leading to chaos, burnout, and poor results. To break this cycle and establish clarity, Tech Managers must focus on what truly matters—for their teams, their organization, and their customers. But how do you identify the most impactful challenges and effectively direct finite resources? […]
Risk is the invisible force in product development that can derail timelines, bloat budgets, and compromise quality. Donald G. Reinertsen, in The Principles of Product Development Flow, highlights a crucial truth: reducing risk is central to creating economic value in product development. For Tech Managers, this principle isn’t just theoretical—it’s a call to action. Effectively […]
Achieving sustainable success requires more than technical expertise—it demands a strategic focus on culture, practices, and outcomes. As the Kanban Maturity Model (KMM) outlines, these pillars provide a structured roadmap for fostering organizational improvement through managed evolution. For Tech Managers, the roundel representing these three pillars isn’t just a theoretical model; it’s a powerful tool […]
Navigating the complexities of software development and team management requires more than technical skills—it demands an understanding of how maturity shapes organizational dynamics. The Kanban Maturity Model (KMM) provides Tech Managers a robust framework to assess, identify, and guide their teams from fragmented workflows to cohesive collaboration. By analyzing Maturity Levels 0 and 1, Tech […]
Alignment between strategy and execution is vital in modern software development and organizational management. Integrating the Fit-for-Purpose Framework (F4P) with the Balanced Scorecard (BSC) is a powerful approach for tech managers to achieve this alignment. By leveraging the synergies between these two methodologies, Tech Managers can enhance clarity, focus, and impact within their teams and […]