Leading engineering organizations at scale

A short note on what changes when an engineering org crosses fifty people, and what
stops working when it crosses a hundred.

The shape of the problem

At ten engineers, the bottleneck is execution. At fifty, it is alignment. At one
hundred, it is clarity of intent.

The instinct is to add process. The better move is to add explicit shared
context — written, versioned, and short enough that anyone can read it on a
Tuesday morning.

Three things I keep returning to

1. Write the operating model down. If it isn’t written, it isn’t real.
2. Optimize for handoffs, not for individual heroics.
3. Make the cost of changing direction visible — and pay it deliberately.