Marc Brooker

Yeah, it all comes down to where you want to spend your time, right?

Do you want to spend your time improving your product and making it better?

Or do you want to spend your time fighting the same fire over and over?

And, you know, really the culture of building

you know, building great post-mortem cultures to make sure that at the product level and at the organizational level, you are fixing known issues and you are avoiding having the same problems multiple times.

And typically when I see teams that have, you know, poor post-mortem culture, I think they're,

probably one of two failure modes there you know one of them is a lack of focus on just the outcomes right like you know a lack of of really um

I wouldn't say caring enough.

I think that's a little bit too personal, but being really focused on, you know, is this product performing super well?

Are we really making our customers happy?

And that is fundamentally a cultural and leadership cultural problem of setting the right standards.

Oh, and by the way, like I don't think, you know, standards should be, you know, should be uniform, right?

Like there are places where, you know,

the details really, really matter where things like durability are just critical and you do need to have super high standards in those places.

And, you know, places where you want to optimize for other things and maybe have, you know, have a higher production defect rate.

And I think that's okay as long as that's an intentional decision that's being made.

So that's kind of case one, right?

Like,

insufficient focus on the outcome.

I think case two, and this is a harder one to change, is normalization of kind of operational heroics.