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Neovim is by far my favorite text editor. The clutter-free interface and keyboard-only navigation are what keep me productive in my daily programming. In an earlier post, I explained how I configure it into a minimalist development environment. Today, I will show you how to use it with Godot and GDScript. Configure Godot First, we need to tell Godot to use nvim as a text editor instead of the built-in one. Open Godot, and head to Editor Settings > General > Text Editor > External. There, you will need to tick the box Use external editor, indicate your Neovim installation path, and use --server /tmp/godothost --remote-send "<C-\><C-N>:n {file}<CR>{line}G{col}|" as execution flags. While in the settings, head to Network > Language Server and note down the remote port Godot is using. By default, it should be 6005. We will need that value later. Connecting to Godot with vim-godot Neovim will be able to access Godot features by using a plugin called vim-godot. We will need to edit the nvim configuration file to install plugins and configure Neovim. On Mac and Linux, it is located at ~/.config/nvim/init.vim I use vim-plug to manage my plugins, so I can just add it to my configuration like this: call plug#begin('~/.vim/plugged') " ... Plug 'habamax/vim-godot' " ... call plug#end() Once the configuration file is modified and saved, use the :PlugInstall command to install it. You’ll also need to indicate Godot’s executable path. Add this line to your init.vim: let g:godot_executable = '/Applications/Godot.app/Contents/MacOS/Godot' For vim-godot to communicate with the Godot editor, it will need to listen to the /tmp/godothost file we configured in the editor previously. To do that, simply launch nvim with the flag --listen /tmp/godothost. To save you some precious keypress, I suggest creating a new alias in your bashrc/zshrc like this: alias gvim="nvim --listen /tmp/godothost" Getting autocompletion with coc.nvim Godot ships with a language server. It means the Godot editor can provide autocompletion, syntax highlighting, and advanced navigation to external editors like nvim. While Neovim now has built-in support for the language server protocol, I’ve used the plugin coc.nvim to obtain these functionalities for years and see no reason to change. You can also install it with vim-plug by adding the following line to your plugin list: Plug 'neoclide/coc.nvim', {'branch':'release'} Run :PlugInstall again to install it. You’ll need to indicate the Godot language server address and port using the command :CocConfig. It should open Coc’s configuration file, which is a JSON file normally located at ~/.config/nvim/coc-settings.json. In this file enter the following data, and make sure the port number matches the one located in your editor: { "languageserver": { "godot": { "host": "127.0.0.1", "filetypes": ["gdscript"], "port": 6005 } } } I recommend adding Coc’s example configuration to your init.vim file. You can find it on GitHub. It will provide you with a lot of useful shortcuts, such as using gd to go to a function definition and gr to list its references. Debugging using nvim-dap If you want to use the debugger from inside Neovim, you’ll need to install another plugin called nvim-dap. Add the following to your plugins list: Plug 'mfussenegger/nvim-dap' The plugin authors suggest configuring it using Lua, so let’s do that by adding the following in your init.vim: lua <<EOF local dap = require("dap") dap.adapters.godot = { type = "server", host = "127.0.0.1", port = 6006, } dap.configurations.gdscript = { { type = "godot", request = "launch", name = "Launch scene", project = "${workspaceFolder}", launch_scene = true, }, } vim.api.nvim_create_user_command("Breakpoint", "lua require'dap'.toggle_breakpoint()", {}) vim.api.nvim_create_user_command("Continue", "lua require'dap'.continue()", {}) vim.api.nvim_create_user_command("StepOver", "lua require'dap'.step_over()", {}) vim.api.nvim_create_user_command("StepInto", "lua require'dap'.step_into()", {}) vim.api.nvim_create_user_command("REPL", "lua require'dap'.repl.open()", {}) EOF This will connect to the language server (here on port 6005), and allow you to pilot the debugger using the following commands: :Breakpoint to create (or remove) a breakpoint :Continue to launch the game or run until the next breakpoint :StepOver to step over a line :StepInto to step inside a function definition :REPL to launch a REPL (useful if you want to examine values) Conclusion I hope you’ll have a great time developing Godot games with Neovim. If it helps you, you can check out my entire init.vim file on GitHub gist.
It’s been around 2 years that I’ve had to stop with my long-term addiction to stable jobs. Quite a few people who read this blog are wondering what the hell exactly I’ve been doing since then so I’m going to update all of you on the various projects I’ve been working on. Meme credit: Fabian Stadler Mikochi Last year, I created Mikochi, a minimalist remote file browser written in Go and Preact. It has slowly been getting more and more users, and it’s now sitting at more than 200 GitHub stars and more than 6000 Docker pulls. I personally use it almost every day and it fits my use case perfectly. It is basically feature-complete so I don’t do too much development on it. I’ve actually been hoping users help me solve the few remaining GitHub issues. So far it happened twice, a good start I guess. Itako You may have seen a couple of posts on this blog regarding finance. It’s a subject I’ve been trying to learn more about for a while now. This led me to read some excellent books including Nassim Taleb’s Fooled by Randomness, Robert Shiller’s Irrational Exuberance, and Robert Carver’s Smart Portfolios. Those books have pushed me toward a more systematic approach to investing, and I’ve built Itako to help me with that. I’ve not talked about it on this blog so far, but it’s a SaaS software that gives clear data visualizations of a stock portfolio performance, volatility, and diversification. It’s currently in beta and usable for free. I’m quite happy that there are actually people using it and that it seems to work without any major issues. However, I think making it easier to use and adding a couple more features would be necessary to make it into a commercially viable product. I try to work on it when I find the time, but for the next couple of months, I have to prioritize the next project. Dice’n Goblins I play RPGs too much and now I’m even working on making them. This project was actually not started by me but by Daphnée Portheault. In the past, we worked on a couple of game jams and produced Cosmic Delusion and Duat. Now we’re trying to make a real commercial game called Dice’n Goblins. The game is about a Goblin who tries to escape from a dungeon that seems to grow endlessly. It’s inspired by classic dungeon crawlers like Etrian Odyssey and Lands of Lore. The twist is that you have to use dice to fight monsters. Equipping items you find in the dungeon gives you new dice and using skills allows you to change the dice values during combat (and make combos). We managed to obtain a decent amount of traction on this project and now it’s being published by Rogue Duck Interactive. The full game should come out in Q1 2025, for PC, Mac, and Linux. You can already play the demo (and wishlist the game) on Steam. If you’re really enthusiastic about it, don’t hesitate to join the Discord community. Technically it’s quite a big change for me to work on game dev since I can’t use that many of the reflexes I’ve built while working on infra subjects. But I’m getting more and more comfortable with using Godot and figuring out all the new game development related lingo. It’s also been an occasion to do a bit of work with non-code topics, like press relations. Japanese Something totally not relevant to tech. Since I’ve managed to reach a ‘goed genoeg’ level of Dutch, I’ve also started to learn more Japanese. I’ve almost reached the N4 level. (By almost I mean I’ve failed but it was close.) A screenshot from the Kanji Study Android App I’ve managed to learn all the hiraganas, katakanas, basic vocabulary, and grammar. So now all I’ve left to do is a huge amount of immersion and grind more kanjis. This is tougher than I thought it would be but I guess it’s fun that I can pretend to be studying while playing Dragon Quest XI in Japanese.
Since 2019, Apple has required all MacOS software to be signed and notarized. This is meant to prevent naive users from installing malware while running software from unknown sources. Since this process is convoluted, it stops many indie game developers from releasing their Godot games on Mac. To solve this, this article will attempt to document each and every step of the signing and notarization process. Photo by Natasya Chen Step 0: Get a Mac While there tools exists to codesign/notarize Mac executables from other platforms, I think having access to a MacOS machine will remove quite a few headaches. A Mac VM, or even a cloud machine, might do the job. I have not personally tested those alternatives, so if you do, please tell me if it works well. Step 1: Get an Apple ID and the Developer App You can create an Apple ID through Apple’s website. While the process should be straightforward, it seems like Apple has trust issues when it comes to email from protonmail.com or custom domains. Do not hesitate to contact support in case you encounter issues creating or logging into your Apple ID. They are quite responsive. Once you have a working Apple ID, use it to log into the App Store on your Mac and install the Apple Developer application. Step 2: Enroll in the Apple Developer Program Next, open the Apple Developer app, log in, and ask to “Enroll” in the developer program. This will require you to scan your ID, fill in data about you and your company, and most likely confirm those data with a support agent by phone. The process costs ~99$ and should take between 24 and 48 hours. Step 3: Setup Xcode Xcode will be used to codesign and notarize your app through Godot. You should install the app through the App Store like you did for the Apple Developer application. Once the app is installed, we need to accept the license. First, launch Xcode and close it. Then open a terminal and run the following commands: sudo xcode-select -s /Applications/Xcode.app/Contents/Developer sudo xcodebuild -license accept Step 4: Generate a certificate signing request To obtain a code signing certificate, we need to generate a certificate request. To do this, open Keychain, and from the top menu, select Keychain Access > Certificate Assistant > Request a Certificate From a Certificate Authority. Fill in your email address and choose Request is: Saved to disk. Click on Continue and save the .certSigningRequest file somewhere. Step 5: Obtain a code signing certificate Now, head to the Apple Developer website. Log in and go to the certificate list. Click on the + button to create a new certificate. Check Developer ID Application when asked for the type of certificate and click on continue. On the next screen, upload the certificate signing request we generated in step 4. You’ll be prompted to download your certificate. Do it and add it to Keychain by double-clicking on the file. You can check that your certificate was properly added by running the following command: security find-identity -v -p codesigning It should return (at least) one identity. Step 6: Get an App Store Connect API Key Back to the Apple Developer website, go to Users and Access, and open the Integrations tab. From this page, you should request access to the App Store Connect API. This access should normally be granted immediately. From this page, create a new key by clicking on the + icon. Give your key a name you will remember and give it the Developer access. Click on Generate and the key will be created. You will then be prompted to download your key. Do it and store the file safely, as you will only be able to download it once. Step 7: Configure Godot Open your Godot project and head to the project settings using the top menu (Project > Project Settings). From there search for VRAM Compression and check Import ETC2 ASTC. Then make sure you have installed up-to-date export templates by going through the Editor > Manage Export Templates menu and clicking on Download and Install. To export your project, head to the Project > Export. Click on Add and select macOS to create new presets. In the presets form on the left, you’ll have to fill in a unique Bundle Identifier in the Application section, this can be com.yourcompany.yourgame. In the Codesign section, select Xcode codesign and fill in your Apple Team ID and Identity. Those can be found using the security find-identity -v -p codesigning command: the first (~40 characters) part of the output is your identity, and the last (~10 characters, between parentheses) is your Team ID. In the Notarization section, select Xcode notarytool and fill in your API UUID (found on the appstoreconnect page), API Key (the file you saved in Step 6), and API Key ID (also found on the appstoreconnect page). Click on Export Project… to start the export. Step 8: Checking the notarization status Godot will automatically send your exported file for notarization. You can check the notarization progress by running: xcrun notarytool history --key YOUR_AUTH_KEY_FILE.p8 --key-id YOUR_KEY_ID --issuer YOUR_ISSUER_ID According to Apple, the process should rarely take more than 15 minutes. Empirically, this is sometimes very false and the process can give you enough time to grab a coffee, bake a cake, and water your plants. Once the notarization appears completed (with the status Valid or Invalid), you can run this command to check the result (using the job ID found in the previous command output): xcrun notarytool log --key YOUR_AUTH_KEY_FILE.p8 --key-id YOUR_KEY_ID --issuer YOUR_ISSUER_ID YOUR_JOB_ID Step 9: Stapling your executable To make sure that your executable can work offline, you are supposed to ‘staple’ the notarization to it. This is done by running the following command: xcrun stapler staple MY_SOFTWARE.dmg Extra: Exporting the game as .app Godot can export your game as .dmg, .zip, or .app. For most users, it is more convenient to receive the game as .app, as those can be directly executed. However, the notarization process doesn’t support uploading .app files to Apple’s server. I think the proper way to obtain a notarized .app file is to: Export the project .dmg from Godot with code signing and notarization Mount the .dmg and extract the .app located inside of it Staple the .app bundle Extra: Code signing GodotSteam GodotSteam is a Godot add-on that wraps the Steam API inside GDscript. If you use it, you might encounter issues during notarization, because it adds a bunch of .dylib and .framework files. What I did to work around that was to codesign the framework folders: codesign --deep --force --verify --verbose --sign "Developer ID Application: My Company" libgodotsteam.macos.template_release.framework codesign --deep --force --verify --verbose --sign "Developer ID Application: My Company" libgodotsteam.macos.template_debug.framework I also checked the options Allow DyId environment variable and Disable Library Validation in the export settings (section Codesign > Entitlements). FAQ: Is this really necessary if I’m just going to publish my game on Steam? Actually, I’m not 100% sure, but I think it is only “recommended” and Steam can bypass the notarization. Steamworks does contain a checkbox asking if App Bundles Are Notarized, so I assume it might do something.
Talking to the press is an inevitable part of marketing a game or software. To make the journalist’s job easier, it’s a good idea to put together a press kit. The press kit should contain all the information someone could want to write an article about your product, as well as downloadable, high-resolution assets. Dice'n Goblins Introducing Milou Milou is a NodeJS software that generates press kits in the form of static websites. It aims at creating beautiful, fast, and responsive press kits, using only YAML configuration files. I built it on top of presskit.html, which solved the same problem but isn’t actively maintained at the moment. Milou improves on its foundation by using a more modern CSS, YAML instead of XML, and up-to-date Javascript code. Installation First, you will need to have NodeJS installed: curl -o- https://raw.githubusercontent.com/nvm-sh/nvm/v0.39.7/install.sh | bash nvm install 22 Once Node is ready, you can use NPM to install Milou: npm install -g milou Running milou -V should display its version (currently 1.1.1). Let’s build a press kit Let’s create a new project: mkdir mypresskit cd mypresskit milou new The root directory of your project will be used for your company. In this directory, the file data.yml should contain data about your company, such as your company name, location, website, etc… You can find an example of a fully completed company data.yml file on GitHub. To validate that your file is a valid YAML file, you can use an online validator. Your company directory should contain a sub-folder called images, you should put illustrations you want to appear in your press kit inside it. Any file named header.*** will be used as the page header, favicon.ico will be used as the page favicon, and files prefixed by the word logo will appear in a dedicated logo section of the page (eg. logo01.png or logo.jpg). Other images you put in this folder will be included in your page, in the Images section. After completing your company page, we can create a product page. This will be done in a subfolder: mkdir myproduct cd myproduct milou new -t product Just like for a company, you should fill in the data.yml file with info about your product, like its title, features, and prices. You can find an example of a product file on GitHub. The product folder should also contain an images subfolder. It works the same way as for the company. When your product is ready, go back to the company folder and build the press kit: cd ../ milou build . This will generate the HTML and CSS files for your online presskit in the directory build. You can then use any web server to access them. For example, this will make them accessible from http://localhost:3000/ cd build npx serve To put your press kit online, you can upload this folder to any static site host, like CloudFlare Pages, Netlify, or your own server running Nginx. Conclusion Milou is still quite new, and if you encounter issues while using it, don’t hesitate to open an issue. And if it works perfectly for you, leave a star on GitHub.
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To be a successful founder, you have to believe that what you're working on is going to work — despite knowing it probably won't! That sounds like an oxymoron, but it's really not. Believing that what you're building is going to work is an essential component of coming to work with the energy, fortitude, and determination it's going to require to even have a shot. Knowing it probably won't is accepting the odds of that shot. It's simply the reality that most things in business don't work out. At least not in the long run. Most businesses fail. If not right away, then eventually. Yet the world economy is full of entrepreneurs who try anyway. Not because they don't know the odds, but because they've chosen to believe they're special. The best way to balance these opposing points — the conviction that you'll make it work, the knowledge that it probably won't — is to do all your work in a manner that'll make you proud either way. If it doesn't work, you still made something you wouldn't be ashamed to put your name on. And if it does work, you'll beam with pride from making it on the basis of something solid. The deep regret from trying and failing only truly hits when you look in the mirror and see Dostoevsky staring back at you with this punch to the gut: "Your worst sin is that you have destroyed and betrayed yourself for nothing." Oof. Believe it's going to work. Build it in a way that makes you proud to sign it. Base your worth on a human on something greater than a business outcome.
I learned a new word: ductile. Do you know it? I’m particularly interested in its usage in a physics/engineering setting when talking about materials. Here’s an answer on Quora to: “What is ductile?” Ductility is the ability of a material to be permanently deformed without cracking. In engineering we talk about elastic deformation as deformation which is reversed once the load is removed for example a spring, conversely plastic deformation isn’t reversed. Ductility is the amount (usually expressed as a ratio) of plastic deformation that a material can undergo before it cracks or tears. I read that and started thinking about the “ductility” of languages like HTML, CSS, and JS. Specifically: how much deformation can they undergo before breaking? HTML, for example, is famously forgiving. It can be stretched, drawn out, or deformed in a variety of ways without breaking. Take this short snippet of HTML: <!doctype html> <title>My site</title> <p>Hello world! <p>Nice to meet you That is valid HTML. But it can also be “drawn out” for readability without losing any of its meaning. It’ll still render the same in the browser: <!doctype html> <html> <head> <title>My site</title> </head> <body> <p>Hello world!</p> <p>Nice to meet you.</p> </body> </html> This capacity for the language to undergo a change in form without breaking is its “ductility”. HTML has some pull before it breaks. JS, on the other hand, doesn’t have the same kind of ductility. Forget a quotation mark and boom! Stretch it a little and it breaks. console.log('works!'); // -> works! console.log('works!); // Uncaught SyntaxError: Invalid or unexpected token I suppose some would say “this isn’t ductility, this is merely forgiving error-parsing”. Ok, sure. Nevertheless, I’m writing here because I learned this new word that has very practical meaning in another discipline to talk about the ability of materials to be stretched and deformed without breaking. I think we need more of that in software. More resiliency. More malleability. More ductility — prioritized in our materials (tools, languages, paradigms) so we can talk more about avoiding sudden failure. Email · Mastodon · Bluesky
I recently went into a deep dive on “UART” and will publish a much longer article on the topic. This is just a recap of the basics to help put things in context. Many tutorials focus on using UART over USB, which adds many layers of abstraction, hiding what it actually is. Here, I deliberately … Continue reading How to use “real” UART → The post How to use “real” UART appeared first on Quentin Santos.
You know about Critical Race Theory, right? It says that if there’s an imbalance in, say, income between races, it must be due to discrimination. This is what wokism seems to be, and it’s moronic and false. The right wing has invented something equally stupid. Introducing Critical Trade Theory, stolen from this tweet. If there’s an imbalance in trade between countries, it must be due to unfair practices. (not due to the obvious, like one country is 10x richer than the other) There’s really only one way the trade deficits will go away, and that’s if trade goes to zero (or maybe if all these countries become richer than America). Same thing with the race deficits, no amount of “leg up” bullshit will change them. Why are all the politicians in America anti-growth anti-reality idiots who want to drive us into the poor house? The way this tariff shit is being done is another stupid form of anti-merit benefits to chosen groups of people, with a whole lot of grift to go along with it. Makes me just not want to play.
One of the most memorable quotes in Arthur Miller’s The Death of a Salesman comes from Uncle Ben, who describes his path to becoming wealthy as, “When I was seventeen, I walked into the jungle, and when I was twenty-one I walked out. And by God I was rich.” I wish I could describe the path to learning engineering strategy in similar terms, but by all accounts it’s a much slower path. Two decades in, I am still learning more from each project I work on. This book has aimed to accelerate your learning path, but my experience is that there’s still a great deal left to learn, despite what this book has hoped to accomplish. This final chapter is focused on the remaining advice I have to give on how you can continue to improve at strategy long after reading this book’s final page. Inescapably, this chapter has become advice on writing your own strategy for improving at strategy. You are already familiar with my general suggestions on creating strategy, so this chapter provides focused advice on creating your own plan to get better at strategy. It covers: Exploring strategy creation to find strategies you can learn from via public and private resources, and through creating learning communities How to diagnose the strategies you’ve found, to ensure you learn the right lessons from each one Policies that will help you find ways to perform and practice strategy within your organization, whether or not you have organizational authority Operational mechanisms to hold yourself accountable to developing a strategy practice My final benediction to you as a strategy practitioner who has finished reading this book With that preamble, let’s write this book’s final strategy: your personal strategy for developing your strategy practice. This is an exploratory, draft chapter for a book on engineering strategy that I’m brainstorming in #eng-strategy-book. As such, some of the links go to other draft chapters, both published drafts and very early, unpublished drafts. Exploring strategy creation Ideally, we’d start our exploration of how to improve at engineering strategy by reading broadly from the many publicly available examples. Unfortunately, there simply aren’t many easily available works to learn from others’ experience. Nonetheless, resources do exist, and we’ll discuss the three categories that I’ve found most useful: Public resources on engineering strategy, such as companies’ engineering blogs Private and undocumented strategies available through your professional network Learning communities that you build together, including ongoing learning circles Each of these is explored in its own section below. Public resources While there aren’t as many public engineering strategy resources as I’d like, I’ve found that there are still a reasonable number available. This book collects a number of such resources in the appendix of engineering strategy resources. That appendix also includes some individuals’ blog posts that are adjacent to this topic. You can go a long way by searching and prompting your way into these resources. As you read them, it’s important to recognize that public strategies are often misleading, as discussed previously in evaluating strategies. Everyone writing in public has an agenda, and that agenda often means that they’ll omit important details to make themselves, or their company, come off well. Make sure you read through the lines rather than taking things too literally. Private resources Ironically, where public resources are hard to find, I’ve found it much easier to find privately held strategy resources. While private recollections are still prone to inaccuracies, the incentives to massage the truth are less pronounced. The most useful sources I’ve found are: peers’ stories – strategies are often oral histories, and they are shared freely among peers within and across companies. As you build out your professional network, you can usually get access to any company’s engineering strategy on any topic by just asking. There are brief exceptions. Even a close peer won’t share a sensitive strategy before its existence becomes obvious externally, but they’ll be glad to after it does. People tend to over-estimate how much information companies can keep private anyway: even reading recent job postings can usually expose a surprising amount about a company. internal strategy archaeologists – while surprisingly few companies formally collect their strategies into a repository, the stories are informally collected by the tenured members of the organization. These folks are the company’s strategy archaeologists, and you can learn a great deal by explicitly consulting them becoming a strategy archaeologist yourself – whether or not you’re a tenured member of your company, you can learn a tremendous amount by starting to build your own strategy repository. As you start collecting them, you’ll interest others in contributing their strategies as well. As discussed in Staff Engineer’s section on the Write five then synthesize approach to strategy, over time you can foster a culture of documentation where one didn’t exist before. Even better, building that culture doesn’t require any explicit authority, just an ongoing show of excitement. There are other sources as well, ranging from attending the hallway track in conferences to organizing dinners where stories are shared with a commitment to privacy. Working in community My final suggestion for seeing how others work on strategy is to form a learning circle. I formed a learning circle when I first moved into an executive role, and at this point have been running it for more than five years. What’s surprised me the most is how much I’ve learned from it. There are a few reasons why ongoing learning circles are exceptional for sharing strategy: Bi-directional discussion allows so much more learning and understanding than mono-directional communication like conference talks or documents. Groups allow you to learn from others’ experiences and others’ questions, rather than having to guide the entire learning yourself. Continuity allows you to see the strategy at inception, during the rollout, and after it’s been in practice for some time. Trust is built slowly, and you only get the full details about a problem when you’ve already successfully held trust about smaller things. An ongoing group makes this sort of sharing feasible where a transient group does not. Although putting one of these communities together requires a commitment, they are the best mechanism I’ve found. As a final secret, many people get stuck on how they can get invited to an existing learning circle, but that’s almost always the wrong question to be asking. If you want to join a learning circle, make one. That’s how I got invited to mine. Diagnosing your prior and current strategy work Collecting strategies to learn from is a valuable part of learning. You also have to determine what lessons to learn from each strategy. For example, you have to determine whether Calm’s approach to resourcing Engineering-driven projects is something to copy or something to avoid. What I’ve found effective is to apply the strategy rubric we developed in the “Is this strategy any good?” chapter to each of the strategies you’ve collected. Even by splitting a strategy into its various phases, you’ll learn a lot. Applying the rubric to each phase will teach you more. Each time you do this to another strategy, you’ll get a bit faster at applying the rubric, and you’ll start to see interesting, recurring patterns. As you dig into a strategy that you’ve split into phases and applied the evaluation rubric to, here are a handful of questions that I’ve found interesting to ask myself: How long did it take to determine a strategy’s initial phase could be improved? How high was the cost to fund that initial phase’s discovery? Why did the strategy reach its final stage and get repealed or replaced? How long did that take to get there? If you had to pick only one, did this strategy fail in its approach to exploration, diagnosis, policy or operations? To what extent did the strategy outlive the tenure of its primary author? Did it get repealed quickly after their departure, did it endure, or was it perhaps replaced during their tenure? Would you generally repeat this strategy, or would you strive to avoid repeating it? If you did repeat it, what conditions seem necessary to make it a success? How might you apply this strategy to your current opportunities and challenges? It’s not necessary to work through all of these questions for every strategy you’re learning from. I often try to pick the two that I think might be most interesting for a given strategy. Policy for improving at strategy At a high level, there are just a few key policies to consider for improving your strategic abilities. The first is implementing strategy, and the second is practicing implementing strategy. While those are indeed the starting points, there are a few more detailed options worth consideration: If your company has existing strategies that are not working, debug one and work to fix it. If you lack the authority to work at the company scope, then decrease altitude until you find an altitude you can work at. Perhaps setting Engineering organizational strategies is beyond your circumstances, but strategy for your team is entirely accessible. If your company has no documented strategies, document one to make it debuggable. Again, if operating at a high altitude isn’t attainable for some reason, operate at a lower altitude that is within reach. If your company’s or team’s strategies are effective but have low adoption, see if you can iterate on operational mechanisms to increase adoption. Many such mechanisms require no authority at all, such as low-noise nudges or the model-document-share approach. If existing strategies are effective and have high adoption, see if you can build excitement for a new strategy. Start by mining for which problems Staff-plus engineers and senior managers believe are important. Once you find one, you have a valuable strategy vein to start mining. If you don’t feel comfortable sharing your work internally, then try writing proposals while only sharing them to a few trusted peers. You can even go further to only share proposals with trusted external peers, perhaps within a learning circle that you create or join. Trying all of these at once would be overwhelming, so I recommend picking one in any given phase. If you aren’t able to make traction, then try another until something works. It’s particularly important to recognize in your diagnosis where things are not working–perhaps you simply don’t have the sponsorship you need to enforce strategy so you need to switch towards suggesting strategies instead–and you’ll find something that works. What if you’re not allowed to do strategy? If you’re looking to find one, you’ll always unearth a reason why it’s not possible to do strategy in your current environment. If you’ve convinced yourself that there’s simply no policy that would allow you to do strategy in your current role, then the two most useful levers I’ve found are: Lower your altitude – there’s always a scale where you can perform strategy, even if it’s just your team or even just yourself. Only you can forbid yourself from developing personal strategies. Practice rather than perform – organizations can only absorb so much strategy development at a given time, so sometimes they won’t be open to you doing more strategy. In that case, you should focus on practicing strategy work rather than directly performing it. Only you can stop yourself from practice. Don’t believe the hype: you can always do strategy work. Operating your strategy improvement policies As the refrain goes, even the best policies don’t accomplish much if they aren’t paired with operational mechanisms to ensure the policies actually happen, and debug why they aren’t happening. Although it’s tempting to ignore operations when it comes to our personal habits, I think that would be a mistake: our personal habits have the most significant long-term impact on ourselves, and are the easiest habits to ignore since others generally won’t ask about them. The mechanisms I’d recommend: Explicitly track the strategies that you’ve implemented, refined, documented, or read. This should be in a document, spreadsheet or folder where you can explicitly see if you have or haven’t done the work. Review your tracked strategies every quarter: are you working on the expected number and in the expected way? If not, why not? Ideally, your review should be done in community with a peer or a learning circle. It’s too easy to deceive yourself, it’s much harder to trick someone else. If your periodic review ever discovers that you’re simply not doing the work you expected, sit down for an hour with someone that you trust–ideally someone equally or more experienced than you–and debug what’s going wrong. Commit to doing this before your next periodic review. Tracking your personal habits can feel a bit odd, but it’s something I highly recommend. I’ve been setting and tracking personal goals for some time now—for example, in my 2024 year in review—and have benefited greatly from it. Too busy for strategy Many companies convince themselves that they’re too much in a rush to make good decisions. I’ve certainly gotten stuck in this view at times myself, although at this point in my career I find it increasingly difficult to not recognize that I have a number of tools to create time for strategy, and an obligation to do strategy rather than inflict poor decisions on the organizations I work in. Here’s my advice for creating time: If you’re not tracking how often you’re creating strategies, then start there. If you’ve not worked on a single strategy in the past six months, then start with one. If implementing a strategy has been prohibitively time consuming, then focus on practicing a strategy instead. If you do try all those things and still aren’t making progress, then accept your reality: you don’t view doing strategy as particularly important. Spend some time thinking about why that is, and if you’re comfortable with your answer, then maybe this is a practice you should come back to later. Final words At this point, you’ve read everything I have to offer on drafting engineering strategy. I hope this has refined your view on what strategy can be in your organization, and has given you the tools to draft a more thoughtful future for your corner of the software engineering industry. What I’d never ask is for you to wholly agree with my ideas here. They are my best thinking on this topic, but strategy is a topic where I’m certain Hegel’s world view is the correct one: even the best ideas here are wrong in interesting ways, and will be surpassed by better ones.
