Beautifully said. As AI speeds up everything around us, the real challenge is staying grounded in what matters. Coherence isn’t just alignment, it is integrity... and perhaps in the era of AI, a competitive edge.
But a grain of salt on "talented" engineers. I deal with them on nearly daily basis.
Any mature responsible worker from the cleaning lady and to CEO must understand that business exist for only one goal - to bring profits. Not for fulfilling someone's ambitions. All that Maslow talk about self‑actualization is pure whimsical idiocy.
Mature engineer must serve business best way possible with his expertise, providing reliable and efficient solutions, not try to foster "innovations" if they contribute nothing for revenue pipelines.
Those for whom most important thing is to innovate, should join business which sells innovations, or found start up of their own.
Thank you for your thoughtful comment, much appreciated! You clearly highlight a critical issue that resonates with my own experience: technology problems are often human problems in disguise.
I fully agree that fear and lack of accountability at leadership levels are fundamental barriers, as you’ve clearly illustrated through your example. Decisions are often driven by short-term thinking, implicit pressures, or fear, rather than true strategic clarity.
I respect your point, engineers, and indeed all employees, must align their efforts with clear business priorities. At the same time, I don't see innovation and profit as mutually exclusive. It’s not about creating a feel-good "Woodstock" environment or a kindergarten atmosphere at work. Rather, it's about cultivating a culture similar to what Netflix advocates in No Rules Rules: leading with context, giving people freedom and responsibility, and encouraging genuine experimentation.
In businesses where creativity matters, allowing people to authentically express themselves, test ideas, and even occasionally fail is crucial. Experiments may often fail initially, but when given proper context and autonomy, one of these attempts may become the breakthrough that drives long-term profitability and effectiveness. Innovation is meaningful precisely when it aligns with business goals, not innovation merely for its own sake, but purposeful innovation rooted in real human motivation and genuine business value.
I think, innovations and profit is not that mutually exclusive. They are not related. I have a friend, who is quite rich, and drives 40 y.o. Mercedes. Why? Because it still rolls.
I agree that workers should be given space to breath. After all, I believe in gut feeling. Thats what wins by the long run. You need to find out and keep people who are not innovative or talented or anything else. But those whose guts prove right over time. And those who are not afraid to follow it.
Jonathan, thank you. This is an insightful response, and I appreciate your perspective. You’v captured a powerful distinction: innovation itself doesn't guarantee profit, just as a wealthy person driving an old, reliable car illustrates clearly that newer isn’t always better.
What resonates with me is your point about gut feeling and courage. Real value indeed emerges from those individuals whose instincts prove right over time, and who have the courage to follow them consistently. Creating an environment where people feel safe enough to trust their gut, clearly align their actions with authentic judgment, and take responsible risks, that’s the exact type of coherence I believe we must foster.
I think, you recognized, what not much tech managers understand. When tech in some company cannot deliver, its not because of technology. Not because some knowledge is missing, or technology is not affordable, or so.
Its because lack of common sence and resolve on managerial level, mostly C and VP.
Ill give you example. I joined some mid-sitze e-comemrce as cloud migration consultant. Their head of data was stuck in following dilemma. He didn't want to hire relevant engineers, and he did not allocate time to retrain existing engineers. He was not able to reply me on the simple question. How are we going to migrate if we have no adequate manpower. He and department of 6 engineers was stuck for two years on running absurd PoCs with zero result.
Such stories are quite typical.
And the biggest factor in this loitering around - is fear.
We lost those type of field commanders which powered advance of Western civilisation since the early times of Roman Empire - courageous accountable individuals willing to take responsibility.
You articulate the effects of fear in a collective so well.
I think that most companies should have a “Culture Design” position. A person in charge of monitoring what is going on with the subtle ways we agree to not do what is right.
Beautifully said. As AI speeds up everything around us, the real challenge is staying grounded in what matters. Coherence isn’t just alignment, it is integrity... and perhaps in the era of AI, a competitive edge.
Ps. Loved the music selection :D
Thanks so much! Glad the music resonated too. Completely agree, the faster AI moves, the more critical integrity and coherence become.
Your work should emerge from who you are.
And now AI makes it more important than ever. Thank you
But a grain of salt on "talented" engineers. I deal with them on nearly daily basis.
Any mature responsible worker from the cleaning lady and to CEO must understand that business exist for only one goal - to bring profits. Not for fulfilling someone's ambitions. All that Maslow talk about self‑actualization is pure whimsical idiocy.
Mature engineer must serve business best way possible with his expertise, providing reliable and efficient solutions, not try to foster "innovations" if they contribute nothing for revenue pipelines.
Those for whom most important thing is to innovate, should join business which sells innovations, or found start up of their own.
Thank you for your thoughtful comment, much appreciated! You clearly highlight a critical issue that resonates with my own experience: technology problems are often human problems in disguise.
I fully agree that fear and lack of accountability at leadership levels are fundamental barriers, as you’ve clearly illustrated through your example. Decisions are often driven by short-term thinking, implicit pressures, or fear, rather than true strategic clarity.
I respect your point, engineers, and indeed all employees, must align their efforts with clear business priorities. At the same time, I don't see innovation and profit as mutually exclusive. It’s not about creating a feel-good "Woodstock" environment or a kindergarten atmosphere at work. Rather, it's about cultivating a culture similar to what Netflix advocates in No Rules Rules: leading with context, giving people freedom and responsibility, and encouraging genuine experimentation.
In businesses where creativity matters, allowing people to authentically express themselves, test ideas, and even occasionally fail is crucial. Experiments may often fail initially, but when given proper context and autonomy, one of these attempts may become the breakthrough that drives long-term profitability and effectiveness. Innovation is meaningful precisely when it aligns with business goals, not innovation merely for its own sake, but purposeful innovation rooted in real human motivation and genuine business value.
I think, innovations and profit is not that mutually exclusive. They are not related. I have a friend, who is quite rich, and drives 40 y.o. Mercedes. Why? Because it still rolls.
I agree that workers should be given space to breath. After all, I believe in gut feeling. Thats what wins by the long run. You need to find out and keep people who are not innovative or talented or anything else. But those whose guts prove right over time. And those who are not afraid to follow it.
Jonathan, thank you. This is an insightful response, and I appreciate your perspective. You’v captured a powerful distinction: innovation itself doesn't guarantee profit, just as a wealthy person driving an old, reliable car illustrates clearly that newer isn’t always better.
What resonates with me is your point about gut feeling and courage. Real value indeed emerges from those individuals whose instincts prove right over time, and who have the courage to follow them consistently. Creating an environment where people feel safe enough to trust their gut, clearly align their actions with authentic judgment, and take responsible risks, that’s the exact type of coherence I believe we must foster.
Agree
I think, you recognized, what not much tech managers understand. When tech in some company cannot deliver, its not because of technology. Not because some knowledge is missing, or technology is not affordable, or so.
Its because lack of common sence and resolve on managerial level, mostly C and VP.
Ill give you example. I joined some mid-sitze e-comemrce as cloud migration consultant. Their head of data was stuck in following dilemma. He didn't want to hire relevant engineers, and he did not allocate time to retrain existing engineers. He was not able to reply me on the simple question. How are we going to migrate if we have no adequate manpower. He and department of 6 engineers was stuck for two years on running absurd PoCs with zero result.
Such stories are quite typical.
And the biggest factor in this loitering around - is fear.
We lost those type of field commanders which powered advance of Western civilisation since the early times of Roman Empire - courageous accountable individuals willing to take responsibility.
Great article!
You articulate the effects of fear in a collective so well.
I think that most companies should have a “Culture Design” position. A person in charge of monitoring what is going on with the subtle ways we agree to not do what is right.