Direction
Knowing why you are building what you are building, and where you want to go, is really important.
Our philosophy and doctrine for strategy, architecture, and leadership, written with execution bias, not for consensus culture.
This is not some list of best practices or vague advice, it is a wiki with research backed entries about strategy, architecture, and leadership. Written by real engineers, architects, leaders, and founders.
Metrics
Most organizations use metrics not to measure progress, but to hide from accountability. They optimize proxies to create the illusion of momentum and velocity, while the actual foundation rots.
Objectives
An Objective is a goal with a clearly defined end state. It has a measurable outcome and/or change in output. Without an objective, teams measure motion instead of progress.
Problem spaces
One of the most important things you do is to define the problem spaces that others should occupy and solve.
Tech debt
You've likely heard technologists continue to use the term, its not clear exactly what it means, its not clear exactly how you treat it. But it sounds really bad.
Scope
When work stalls, cut the scope before adding time or people. How small commitments and quick wins build an execution bias.