One of the hardest and most valuable things you can do as a company is the following:
1. Have a fully up to date org chart
2. Have a diagram that is not the org chart that accurately reflects how work flows through the company
3. Have an up to date and accurate diagram and explanation of what the company does and how it does it (architecture, revenue funnels, business value streams, code-bases)
Scaling decision making is *impossible* without a shared context to build alignment off of.
I would've never guessed this was the case when I first started my career, but it makes a lot of sense to me.
Alignment and direction is so hard to get; clarity of what you're doing and how you fit into and contribute to a system is so hard to maintain. But it's so important that it should never be neglected.
I see executives working on decision matrices, and engineers working on refactoring, and infra building platforms, but I don't see people *actually communicating together*
@hazelweakly oh my god...yeah people ask who my manager is and it's like...do you mena the guy HR says is my manager who I literally only communicate with two or three times a year? Or the guy that runs my team but also technically isn't part of my team...I think...not entirely sure on that. Or maybe it's the people who actually assign me my work, of which there are literally dozens, many of whom don't even work at this company.
At this point I'm about ready to just say my manager is The Essence of Pure Chaos
@admin @hazelweakly
Harbinger of Chaos,
Your paid time off request has been: Approved.
Hazel Weakly
SlightlyCyberpunk
Jason (he)
Soatok Dreamseeker