[hinkley]

I have been experimenting with trying to draw a line between wants and consequences where I work. It's tough, and I'm only barely making headway, but on a large project what you often end up with is people adding costs to the system without a clear payoff, and without cost accounting.

I am trying to get telemetry in place to demonstrate how much of our capacity is going to particular features, so that we can say, okay, that wizbang thing is costing us $100k a year. Our profit is 1:X (we make $X for every dollar we spend). Is this lowering or raising our profit margin?

I think we are completely disconnected from opportunity costs and the entire center of most orgs I've been in are all about covering your own butt and telling stories. Until the layoffs happen and then we discover that the investors, advisors and some of the C suite actually care about whether spending $1 for the prospect of making $1.50 is a complete waste of time and energy. And I often wonder if some of the narratives I hear about who got laid off and why are not seeing this calculus in the results.