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The Agile Manifesto is 180 words. Most engineers who 'do agile' have never read them. Twenty-five years on, the original document holds up better than the industry built around it.
Most companies frame remote-vs-office as a location question. The research consistently points to a different variable — here's what it is.
AI tools complete most take-home coding assignments in minutes. The more important question is what we were measuring in the first place, and whether the format ever measured it well.
The growth plateau at $10–15M ARR is familiar in Indian B2B SaaS. Engineering is strong, sales is working. The real bottleneck is almost always structural — and it starts with how product management was defined.
Most engineering teams measure on-call fairness by rotation count. That metric is easy to generate and tells you almost nothing about who is actually carrying the burden. Here is what it consistently misses.
The 'technical debt backlog' meeting that goes nowhere is a vocabulary failure. Most things engineers call technical debt are four distinct problems — and fixing any of them starts with naming the right one.
General software engineering roles are down ~36-49% while AI/ML openings are up 59%. The result is two candidate pools with almost no overlap — and most job descriptions accidentally fish in both.
Most postmortems document everything and change nothing. The failure is in the document design, not the analysis. Here is the structure that works for the three distinct readers every incident review actually has.
Most engineering take-homes broke when AI tools arrived. But the format was already measuring the wrong thing. Here's how to redesign the rubric so the assessment holds up.
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