What you’ll experience is that a large group of people working on a complex system will fight over the most trivial ideas. They’ll ignore what’s complicated. They’ll focus too much on easy-to-understand ideas at the expense of important, but hard to talk about ideas. When you find a problem, the natural instinct is to add something brand new and shiny to fix it. Sometimes, you can improve your lif
e or your systems by taking things away. A system is only as strong as its weakest point. If you broke down the entire system and optimised each component individually, you’d lower the effectiveness of the whole system. The bottlenecks are where the focus is needed.
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If as an operating partner or portfolio company CTO you’ve experienced:
1) Linear technology or cloud cost growth
2) Critical service outages or slow-running websites and apps
3) Competing run, grow, scale, fix priorities impacting customers
And you have been hearing your tech teams say things like:
“Our product is unique, and so we can only do it this way …”
“We’re moving to this new platform, it won’t be a problem in 12 months…”
“To deliver those new features, we have to invest in this …”
Then we should talk.
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