Freek.dev

The open question, then, is not whether industrial software will dominate, but what that dominance does to the surrounding ecosystem.

Read more [chrisloy.dev]

This week I wrote about my experiences with technical and architectural debt. When I was a developer we used to distinguish between code debt (temporary hacks) and architectural debt (structural decisions that bite you later). But in enterprise architecture, it goes way beyond technical implementation.

To me architectural debt is found on all layers.

Application/Infrastructure layer: This is about integration patterns, system overlap, and vendor lock-in. Not the code itself, but how applications interact with each other. Debt here directly hits operations through increased costs and slower delivery.

Business layer: This covers ownership, stewardship, and process documentation. When business processes are outdated or phantom processes exist, people work under wrong assumptions. Projects start on the back foot before they even begin. Issues here multiply operational problems.

Strategy layer: The most damaging level. If your business capability maps are outdated or misaligned, you're basing 3-5 year strategies on wrong assumptions. This blocks transformation and can make bad long-term strategy look appealing.

Read more [frederickvanbrabant.com]

Your company will stop growing sooner than you think. The “Max MRR” metric predicts revenue plateaus based on churn and new revenue.

Read more [longform.asmartbear.com]

It looks like full-breadth developers—people with both technical and product capabilities—stand to gain as clear winners in the AI era.

Read more [justin.searls.co]

It’s the start of a new fiscal year. Strategy season. That time when all the grand ideas come out and everyone is still hopefull.

Over the years, I’ve settled into a structure that helps me define projects that not only link to the strategy above but also looks at my own team’s enviroment, I thought I’d share it here.

Read more [frederickvanbrabant.com]

We can’t possibly build products that are useful, let alone delightful, if we don’t frequently talk to the people who’ll use it.

Read more [www.markhamsq.com]

Playing software development on Nightmare difficulty

Read more [mikeveerman.substack.com]

Sometimes the extreme is surprisingly appropriate. Unique business models emerge when at least one dimension is so extreme that it defies critics and competitors to even conceive of its possibility.

Read more [longform.asmartbear.com]

Here's how Wes Bos goes about adding PPP for his courses.

Read more [wesbos.com]

Chris Fidao explains a cool strategy he uses at ChipperCI to never miss a webhook.

Read more [chipperci.com]

Some solid advice for when you're building a product.

Build a product with the help of a hacker. Design it for the benefiter. Sell it to an expert.

Read more [uxdesign.cc]

This article by Jason Cohen contains some great tips on how to get started with your (hobby) project.

With SLC, the outcomes are better and your options for next steps are better. If it fails, that’s OK, it’s a failed experiment. Both SLCs and MVPs will have that result because the whole point is to experiment. But if a SLC succeeds, you’ve already delivered business value and you have multiple futures available to you, none of which are urgent.

Read more [blog.asmartbear.com]

Konstantin Kudryashov shares some thoughts on the relation between predictability and innovation.

Every time I meet a client to discuss their new project plans, I encounter the same question: "I want my software to be unique and different. How much will it cost?” The problem is that unique products and true innovation are difficult to estimate, and even harder to accurately budget for. Helping a business find the balance between the innovation they need, and the predictability they want led me to create the Innovation Slider, a tool you can use to harmonise the split between innovation and predictability in software projects.

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