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I cringe every time I see product teams use a spreadsheet to rank the ideas in their backlog based on some made-up math formula usually consisting of things like business value, user value, and technical difficulty. While this exercise is pervasive, it misses the
Georgia HoSome bits of it talked about increasing management span, and I find myself wondering how one person can manage 180 people like how Bill Coughran, who See morewas Google's Head of Engineering, did.
Not focusing on promotions (by setting salary increases low) but instead on incentives is also interesting, but I also wonder about how and why people would want to actually be promoted in a company that runs like that?
It's an interesting read, and I'd love to understand more about it from someone else who knows much more than me.