Doing everyone else's job
Summary
The article argues that doing everyone else’s job can improve understanding and delivery by learning how others work and by integrating or patching features into their systems. It discusses the trade-offs of centralization vs. decentralization, buy vs. build decisions, and the risks of organizational inefficiency, with anecdotes about Intel and Scaled Agile. It also includes commentary from Dan Luu and personal reflections on managing teams that do work you can’t physically perform.