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Digests » 21
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There are obvious ways to reduce turnover, like avoiding burnout of your team, compensating people well, providing adequate training and opportunities, and aligning individuals with meaningful work. Even with all of these things, and no matter how much people say it, no one is guaranteed to be around forever – or even the next year.
One of our core principles is about being “Cohesive”. To us this means that we have a team of great people who work well together, and we can have that team execute on project after project knowing that we will get consistently great results.
We know the best work happens in small, cross-functional groups that can focus on a single mission. Our team has a strong culture, and we wanted to keep working together. The nature of the work we do is flexible and we usually don’t do long-running projects. We decided to try something different.
You're a middle or senior manager in an organization trying to hold on in these crazy times. And you just discovered you're shipping the wrong version of the product. (Or your product doesn't work or it has some kind of horrible defect.) Your customers are angry. Your employees are running around, trying to fix the problem. What do you say? What do you do?
What solutions have you successfully used to radically lower the cost of software maintenance? How is your company dealing with the liabilities of owning a legacy code stack your customers depend on? Are you always able to ‘sell’ the cost of software maintenance to your customers, stakeholders or decision makers?