would it be fair to say this is an expression of 'large change = large risk' and 'lots of small changes = small risk'? trying to reduce risk leads to meetings, quality gates, extra testing etc, more people wanting to be involved/informed so they can prepare for the risk thing etc.
Feel closed although unrelated: today I had this thought that feels like a revelation to me: a release is worth one thousand meetings. I was actually thinking about how the fact that my team is releasing often, multiple times a day, getting various feedbacks almost immediately, and making all our meetings, even those without stakeholders like stand-ups, planning, etc., notably shorter and more focused. Instead of talking about what could be, we are talking way more about what we have and what we can do. As for those with stakeholders, they are also direct and way more pleasant.
No one should underestimate how the capacity to ship change the moral of your team. Want an happy team? Help them ship!
This reminds me so much of my time at Adobe. I have never worked anywhere that had so many meetings. And if you couldn't get consensus in a small group meeting, the solution seemed to always be to add more people to the meeting. I had several hour-long meetings each week that had over a dozen people in them, some up to two dozen people. Heaven forbid, anyone made a decision on their own and actually got anything useful done!
would it be fair to say this is an expression of 'large change = large risk' and 'lots of small changes = small risk'? trying to reduce risk leads to meetings, quality gates, extra testing etc, more people wanting to be involved/informed so they can prepare for the risk thing etc.
Feel closed although unrelated: today I had this thought that feels like a revelation to me: a release is worth one thousand meetings. I was actually thinking about how the fact that my team is releasing often, multiple times a day, getting various feedbacks almost immediately, and making all our meetings, even those without stakeholders like stand-ups, planning, etc., notably shorter and more focused. Instead of talking about what could be, we are talking way more about what we have and what we can do. As for those with stakeholders, they are also direct and way more pleasant.
No one should underestimate how the capacity to ship change the moral of your team. Want an happy team? Help them ship!
This reminds me so much of my time at Adobe. I have never worked anywhere that had so many meetings. And if you couldn't get consensus in a small group meeting, the solution seemed to always be to add more people to the meeting. I had several hour-long meetings each week that had over a dozen people in them, some up to two dozen people. Heaven forbid, anyone made a decision on their own and actually got anything useful done!