Bobby

That one rhymes, so you know it's true.

That one rhymes, so you know it's true.

Add one more. Add one more and you got the core four.

Add one more. Add one more and you got the core four.

Oh, I like this, actually. Core 2, Core 3, maybe.

Oh, I like this, actually. Core 2, Core 3, maybe.

I'll be right. It down. I'll just write it down. Can we dig into these a little bit? So sure. The core four speed effectiveness, quality impact. You say those are outcomes, not necessarily.

I'll be right. It down. I'll just write it down. Can we dig into these a little bit? So sure. The core four speed effectiveness, quality impact. You say those are outcomes, not necessarily.

you're not doing it correctly there's your move fast and break things right there like we're moving very fast but we are breaking not breaking things yeah so a balanced portfolio this is a nice metaphor yeah you're each for each of these you have a key metric this is something that you're going to track and then you have secondary metrics so there's some balance there as well but for speed the key metric is diffs per engineer yeah and i don't know if i might take issue with that one

you're not doing it correctly there's your move fast and break things right there like we're moving very fast but we are breaking not breaking things yeah so a balanced portfolio this is a nice metaphor yeah you're each for each of these you have a key metric this is something that you're going to track and then you have secondary metrics so there's some balance there as well but for speed the key metric is diffs per engineer yeah and i don't know if i might take issue with that one

What? Tell me more.

What? Tell me more.

Well, certainly at an individual level, at face value, it seems contradictory, but it does make sense. Yeah. Maybe you could reword that to say like averaged across whatever.

Well, certainly at an individual level, at face value, it seems contradictory, but it does make sense. Yeah. Maybe you could reword that to say like averaged across whatever.

Oh, man. So many good notes for you here. Yeah. At an individual level, certainly it's a bad measure. Well, the problem is it becomes a bad measure, right? That's Goodhart's Law. Yeah. Once everybody knows that that's what's being measured. Well, we all know how to play the game.

Oh, man. So many good notes for you here. Yeah. At an individual level, certainly it's a bad measure. Well, the problem is it becomes a bad measure, right? That's Goodhart's Law. Yeah. Once everybody knows that that's what's being measured. Well, we all know how to play the game.

Same thing with, I mean, it's lines of code moved to a slightly larger batch, you know? Yeah. And so I can criticize that one. I can also criticize lines of code. I can criticize features or tickets. They can all be criticized, but then you're at a certain point. You're like, well, what can we actually do that? Everything sucks. We're going to have to pick one and go with it.

Same thing with, I mean, it's lines of code moved to a slightly larger batch, you know? Yeah. And so I can criticize that one. I can also criticize lines of code. I can criticize features or tickets. They can all be criticized, but then you're at a certain point. You're like, well, what can we actually do that? Everything sucks. We're going to have to pick one and go with it.

And I guess if the industry is somewhat standardizing around that, then it's a decent compromise.

And I guess if the industry is somewhat standardizing around that, then it's a decent compromise.