Have you ever seen organizations and teams spinning in circles, having endless discussions, and never seeming able to make progress? Have you witnessed environments where every decision was made by a leader in the hierarchical sense? Or even worse, by someone able to exert a specific power and overrule others? The scenarios that come to your mind might have one thing in common: They lacked a clear vision, mission, or applicable guiding principles and values (or all of those). In this article, I want to dive into the exciting and essential topic of engineering vision.

High-purpose environments are cultural spaces that inspire, motivate, and empower individuals to work toward a common goal. A strong sense of purpose, clear values, and a commitment to continuous growth and improvement characterize these environments. In this article I will share how to create high-purpose environments in software engineering

Organizations often accumulate technical debt as the pressure to deliver customer value quickly increases, systems grow, and extending functionality the *right* way becomes more difficult.

High-performing Organizations make sure that everybody has the information they need to do their job with alignment, autonomy and excellence. Default-to-open can help to ensure this.

The Inverse Conway Manoeuvre is unlikely to work in existing sociotechnical systems of a certain size and stability. It is even less likely to work in remote companies and distributed teams.

The weekly kickoff is a fantastic way to start your week as a team together. For our team, this was probably the most important event of the week, and we loved it. It allowed us enough structure and flexibility to satisfy our needs and to set us up for a productive and successful week. In this article I describe the structure and elements of our weekly kickoff.

Keeping the balance between deep work and being available for other teams can be especially challenging for platform- and enabling-teams. In this article I share the mechanisms that the developer experience team at BRYTER used to sucessfully maintain this balance.

Deep work and team work are not mutual exclusive but deeply interconneted. Collaborating as a team is the purest and most efficient form of deep work and can help your team to achieve peak performance.

Maintaining amble of focus and deep work time as an individual is a critical precondition of being part of a high-performing team. In this article I will give seven tips on how to get more deep work time throughout your week.

Extended periods of focus and concentration are essential to work at high performance achiving high productivity and quality of work.