| I’m in a heavily-regulated sector, fully remote. If left alone, our junior exec: - needs a digest of where chat activity is hottest. Maybe he lurks, occasionally he gets into conversations about what’s going on in another department. - needs some warning if the Microsoft systems are under attack or strain. The Linux systems have not needed attention; the jargon is unfamiliar. - occasionally brings up hypothetical radical changes in strategy. I think of these as multivariate tests. Maybe I reply, “Plenty of Kubenetes developers available right now” might communicate that some small team would be ahead of us on some solved problem. I’m surprised that: - he has no concern that competition even exists. No awareness that our competition demos at conferences; why they’d choose to spend time that way. - no interest in the big accounts we don’t have. If it would take a big lift, what would engineering need? If it would take a small lift, what non-engineering is blocking? No interest. - person-to-person networking is effective at all. I just can’t imagine any value in two execs meeting without hours of preparation. I’ve seen BI tooling around each of these. I wonder if a daily “facts of our department” slide to begin each meeting, if that would replace/augment 51% of visible exec. |