The opposite of the anarchy of non-experts making decisions would be only experts making decisions. What is the “4D chess” and who is playing it? Recruiting anyone is hard these days, and it is especially hard for niche or organization-proprietary technologies, for which there’s no well defined challenge or growth path. Whereas in the past there was a decent supply of competent specialists who settled for a single niche field, this is simply no longer the case. However it’s likely that the need for that won’t even appear on the management radar, because none of the people involved realize it’s worth flagging! All of that is a recipe for a business disaster.įurther complexity comes from the talent/personnel angle. It is the organization’s vital interest that people making potentially game-changing decisions would do so with preparation, context, support, and would receive feedback to get better the next time around. More generally, as business grows, there’s a point at which decisions made on an ad-hoc basis by non-experts become the problem - in the typical case they don’t allow the right business scaling, and in the worst case they simply break and require a massive cleanup. The end result was not being able to mitigate even trivial data quality issues, which caused the team to fail to deliver on a key business need - in part, because the system became too complicated for anyone to feel accountable for. That SW stack became a festering wound not because somebody specific made a specific bad decision, but rather because several team members had made a number of incremental decisions using high-powered tools somewhat out of their competence zone, and without a holistic vision of the business these decisions amounted to laying a hefty tax on anyone who would try to base on their work. One of the key obstacles in a team that I’ve worked with was a certain “stack” of SW that handles the processing of a crucial data source - I should mention that the data per se is not very complex, and definitely very “small-scale” as far as these things go. This post deals with the question - what kinds of culture/leadership mentality are necessary to apply this paradigm successfully. TL DR: How to make good decisions when talent is scarce and expertise even scarcer? Note (added April 18th, 2022)Ī lot of people like starting with a specific example of the 4D technical decision analysis paradidm.
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