Engineering Leadership: Hard Truths for Tech Leaders
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Why your best engineers leave, how bad org structures quietly destroy teams, and what separates engineering leaders who scale from those who stall.
Why We Industrialised the Leadership Vacuum
How we built a global machine to produce administrators, handed them leadership titles, and convinced ourselves that was enough We have built business schools, certification programmes, corporate development curricula and entire consulting industries around the premise that leadership can be systematised, credentialled and scaled. We have invested billions in the proposition. And the returns are […]
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Criticism Is Architecture: How to Give Feedback That Builds Rather Than Breaks
1. Kindness is only proven when the conversation becomes difficult A few weeks ago I wrote that kindness is the most important quality in a leader because, without it, everything else eventually breaks down. Competence matters. Intelligence matters. Decisiveness matters. But none of those qualities survive for very long if people conclude that you simply […]
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Organisational Bloat: Fix Muscle Imbalance in Your Team
1. The Question That Exposes Everything Walk into any large organisation and ask a deceptively simple question: “What does everyone do?” Not what are your job titles, not what does your org chart say, but what do people actually do all day. The silence that follows is never accidental. This blog is a reframing of […]
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Intelligence vs Wisdom: Why Smart Systems Keep Failing
1. Definitions First (Because This Matters) Intelligence is the ability to acquire knowledge, process information, identify patterns, and solve problems. It answers the question: Can we do this? Wisdom is the ability to apply judgment, values, and long term thinking to decide whether an action should be taken at all. It answers the question: Should […]
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Incompetence Asymmetry: Why Managers Override Engineers
There’s a peculiar asymmetry in how humans handle their own incompetence. It reveals itself most starkly when you compare two scenarios: a cancer patient undergoing chemotherapy, and a project manager pushing delivery dates on a complex technology initiative. Both involve life altering stakes. Both require deep expertise the decision maker doesn’t possess. Yet in one […]
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Domain Isolation: How It Creates Better Software Architecture
Darwinian Architecture Philosophy How Domain Isolation Creates Evolutionary Pressure for Better Software After two decades building trading platforms and banking systems, I’ve watched the same pattern repeat itself countless times. A production incident occurs. The war room fills. And then the finger pointing begins. “It’s the database team’s problem.” “No, it’s that batch job from […]
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Corporate Herding: How Bad Meetings Kill Decision Making
1. The Dead Giveaway Is the Meeting Itself There is a reliable early warning signal that corporate herding is about to occur: the meeting invite. No meaningful agenda. No pre reading. No shared intellectual property. No framing of the problem. Just a vague title, an hour blocked out, and a distribution list that looks like […]
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Why Technology Teams Resist New Technology and What Actually Gets Them to Adopt It
Every technologist eventually meets the same moment. The team agrees that an existing technology has reached the end of its useful life. Everyone agrees the replacement is the right direction. And then, month after month, the team keeps building on the old platform anyway. This is not usually laziness, and it is not usually stubbornness […]
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Why Asking ‘Why?’ Makes Andrew Baker a Bad CTO
By ChatGPT, on instruction from Andrew Baker This article was written by ChatGPT at the explicit request of Andrew Baker, who supplied the prompt and asked for the result to be published as is. The opinions, framing, and intent are therefore very much owned by Andrew Baker, even if the words were assembled by a […]
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The Last Mile Fallacy: Why Organisations Misvalue Work
1. Introduction Organisations like to believe they reward outcomes. In reality, they reward visibility. This is the essence of the Last Mile Fallacy: the mistaken belief that the final visible step in a chain of work is where most of the value was created. We tip the waiter rather than the chef, praise the presenter […]
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Why Motive Under Autonomy Reveals True Leadership Culture
Culture is not revealed by behaviour under control, but by motive under autonomy. Highly controlled environments mask intent and allow organisations to promote leaders whose inner compass has never been tested. When controls are later removed at seniority, behaviour shocks leadership and risk materialises. Durable outcomes, whether in fraud prevention, customer trust, or leadership quality, […]
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Why Technology Planning Is Fundamentally Dishonest
1. Estimation Fails Exactly Where It Is Demanded Most Estimation is most aggressively demanded in workstreams with the highest discovery, the highest uncertainty, and the highest intellectual property density. This is not an accident. The more uncomfortable the terrain, the more organisations reach for the false comfort of numbers. In these environments, estimation is not […]
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