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Designing processes and software to scale is expensive but necessary. I'll walk through why scaling by definition (basically always) leads to a loss of agility.
Getting past the euphemisms - this is what “performance management” looks like from the manager chair.
Investments in operations should be at a minimal level that maintains the systems in an acceptable state forever. Poor operations are clearly bad news. But perfect operations are a waste of money.
The management job comes with interesting people challenges. Here are four I've run into more than a few times and what to do when they land in your lap.
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My move from fractional work to full-time employment!
