In the continuation of the series on factors that influence success, today we will look at talent. If you haven't read the article on luck, I recommend it. Many factors are similar, and I won't explain them again.
However, unlike luck, talent has a practical impact on success (it can be worked with). But what is talent? In my opinion, many people misunderstand talent.
Many people interpret talent as something that gives a person an advantage, and that is not true.
The luck I want to talk about today is not "You're lucky, you won the lottery," but "You're lucky to have such great colleagues, to have such great offers," etc. The former is almost always luck. The latter is almost never. And yet you hear it often...
However, it has very little to do with luck.
In my last article I discussed the rules engine pattern, a pattern motivated by separation of concerns, high cohesion, and low coupling. Today, we will continue with another pattern that supports these principles: pipeline
Commercial software development is more than just „write the code we tell you to write“. Creating software that can be sustained for years while adapting to changing markets and developing business models requires an understanding of evolutionary architectural approaches.
Architecture cannot be designed to remain the same when circumstances change. While there is no such thing as architecture that can withstand years of development, there are ways to design architecture that can handle changes.
Personally, I prefer leadership to management. You want the people on your team to think for themselves and eventually become self-managing. However, they need a leader to guide them.
Leadership means possessing the skills, decisiveness, and values that inspire others to follow.
What is your company optimized for? Is it optimized for middle management and bureaucracy? If so, delivering value will suffer.
What organizational constraints are limiting your productivity? Focusing your organizational structure on the value your company creates will make your people, customers, and CFO happy.
There's a difference between designing an MVP, software that you'll develop for three months and hand over to the customer, and software that you use internally or a software project that you want to maintain for years and sell to customers.
Developing software to find a market fit is different from developing software that already has 10,000 customers.
Understanding these differences is essential for success and requires strategic thinking and specific changes in development stages.