Earlier quoted context omitted.
I think the author is correct that some big tech companies create a culture where going to 11am yoga is more important that crunching out a few more lines of code. He's correct that if your focus is on building and scaling product, this culture reduces the velocity of change. However, I see a couple of things the author is missing: 1) Work life balance is about employee long term retention and places like Google spen…
It's the sprint versus marathon mindset. A small startup has a finite amount of time to either become a big company in their own right or do something so noteworthy that a big company sees the need to acquire them. Nothing else matters. There are minimal incentives to invest in the long-term welfare of your employees because in the long term, the company doesn't exist. You can't even guarantee that an acquisition wil…
As someone who did track in high school, the whole agile nomenclature around "sprint" continues to rub me the wrong way. If you aren't a startup facing a launch-or-fail moment, the approach should be much more that of a marathon.
I was joking with my wife that "sprint" to me implies that you go all out and then take a long break before you go again. We should be treating the longterm plan like a marathon and the intermediate steps like "splits".
If you are working on a product that's been around for years , the idea that you are an all-star for delivering your 5 points the day before your 2 weeks sprint ends and a lazy jerk if you deliver it the day after sprint ends just incentivizes a lot of shorterm-ism and corner cutting.
The model of working "all out" and your "break" for planning is a 2 hour meeting in between sprints where you get praised or scorned for a 10% difference in delivery speed is..