aadilmaan

As an organization scales and grows, the layers through which decision making is required inevitable increase. Now, that doesn't mean you have to accept this. You have found yourself in an opportune place where you can have impact and reduce some of the overhead. BUT, be warned, you can never fully eliminate overhead. That is the cost of growth and BigCo status.

One of the interesting challenges for engineering teams is dealing with the vast amount of artifacts (meeting minutes, design docs, engineering 6pagers, reference docs etc) that get created. Here is one way to manage that information flow.

My biggest bone is exactly as you point out, how quickly or how large is our bug pile never reflects the end outcome. Numbers can be skewed and the really smart leaders dig deeper and only use the numbers as a indicator never the diagnoses. Your tool looks freaking interesting. Really cool.

This is such a great way to keep the sword sharpened. I am really excited to see and quite inspiring that the author even embarked on this mission.

This is a really great rule of thumb. This stems from managers wanting to play an "active" role in solution because they have been asked to "lead". It sucks. When you are brainstorming you need meetings but if you push it to thousands of people, it's just the jungle and no productivity.