#Organizational Design

What if leadership wasn’t about managing people – but designing systems that work without you? – In this article, I share key takeaways from the Corporate Rebels Masterclass and explore how B2B SaaS founders can apply principles of self-management to scale without burning out.

This article examines the critical role of leadership in facilitating organizational change, highlighting strategies and collaborative approaches that empower teams to adapt and thrive. Discover how diverse perspectives can drive transformation and foster a culture of resilience and growth within organizations.

This article critiques traditional performance reviews and advocates for alternative approaches that enhance employee feedback and engagement. It discusses the negative impact of outdated review systems on motivation and performance, proposing continuous feedback mechanisms that prioritize timely communication. By addressing key organizational needs—such as effective feedback, fair salary decisions, and clear direction—the article offers strategies for fostering a more collaborative and transparent workplace culture, ultimately empowering individuals and teams for better organizational outcomes.

Performance reviews are widely accepted in software companies, yet they often foster unhealthy competition and overlook the importance of teamwork. By emphasizing individual achievements over collective success, these evaluations can undermine collaboration and lead to biased assessments. Exploring alternative approaches like continuous feedback and peer evaluations can help create a more inclusive and productive workplace culture.

In self-organizing companies, a tension-based proposal process empowers employees to identify issues and propose solutions, fostering a culture of continuous improvement. This approach enables organizations to adapt quickly and harness the collective intelligence of their teams, ensuring that valuable ideas are heard and acted upon.

This started as a rant, not meant to be published. But sticking to my "New Year's resolution" to write about what triggers me most, I decided to publish it anyway. I wanted to publish it as a LinkedIn post, but it got too long. So here is the unshortened, unpolished and authentic original version of this document, most of which I wrote on my phone after waking up on a Sunday at 5:45am. 😬

This article advocates for self-organizing companies where coaches replace traditional managers, emphasizing the benefits of adaptability, resilience, and a collaborative culture over hierarchical structures, and invites discussion on the evolving role of leadership in modern organizations.

The article looks at how companies, based on their main focus (either profit or purpose), approach Developer Experience (DevEx). It discusses the challenges and strategies of introducing DevEx initiatives in different company settings. The piece also highlights the importance of understanding a company's stage and priorities when discussing DevEx. It's a reflection on the balance between purpose and profit in the tech world.

In this final article, I will delve into engineering strategy — a crucial element that translates high-level objectives into actionable and specific guidance for growing engineering teams.

In software engineering and product development, high-purpose environments are vital for driving innovation, creativity, and collaboration. A strong sense of purpose, clear values, and a commitment to continuous growth and improvement characterize these environments. In this article, I will expand on the concept of an engineering mission and its critical role in shaping high-purpose environments.