Values and guiding principles are crucial in enabling distributed decision-making within an organization. They empower individuals to make decisions autonomously, without constant supervision or hierarchical approval. This leads to increased efficiency and agility and fosters a sense of ownership and responsibility among team members. This article is about the difference of values and guiding principles and how to come up with good ones.

Creating a solid engineering vision is essential to building a high-purpose environment. A well-defined vision acts as a guiding star for your team and ensures that everyone is working towards the same goal. Having a clear, motivating, inspiring, and achievable vision is one of the crucial pillars of distributed decision-making and leadership. In this article I will share 7 steps on how to create a compelling vision.

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.