[{"data":1,"prerenderedAt":3828},["ShallowReactive",2],{"home-latest-any-post":3,"site-search-published-posts":90,"home-featured":414,"home-latest-mixed":1175,"home-start-here":1715,"home-bookshelf":2662,"home-media-feature":3022,"home-author-josh":3788},[4],{"id":5,"title":6,"author":7,"body":8,"bookAuthor":67,"canonicalUrl":68,"contentType":69,"description":70,"draft":71,"extension":72,"featured":71,"image":73,"imageAlt":74,"meta":75,"navigation":76,"path":77,"publishedAt":78,"relatedWriting":79,"runtime":80,"seo":81,"socialImage":60,"startHere":71,"stem":82,"tags":83,"topics":88,"updatedAt":78,"__hash__":89},"posts\u002Fcontent\u002Fdaring-greatly.md","Daring Greatly","josh",{"type":9,"value":10,"toc":61},"minimark",[11,16,31,39,42,46,54],[12,13,15],"h2",{"id":14},"introduction","Introduction",[17,18,19,20,25,26,30],"p",{},"I read Daring Greatly quite a while ago as it was recommended to me by my therapist after my divorce. The lessons in it were profound and had a big impact at that time. I was wrestling with all kinds of tough emotions around shame, guilt, grief, vulnerability, and reconciling a new direction for my life. I had never heard anyone talk about shame from a masculine lens before. She didn't spend a lot of time on it, but it was enough to help me through that point along with the therapy sessions. I always hoped she would write a full book on it sometime later. Later, Brené's work progressed and her two newer books ",[21,22,24],"a",{"href":23},"\u002Fcontent\u002Fdare-to-lead","Dare to Lead"," and ",[21,27,29],{"href":28},"\u002Fcontent\u002Fstrong-ground","Strong Ground"," are both more recent and more useful in my mind where I'm at now in my life.",[17,32,33,34,38],{},"At a high level, Daring Greatly pushes the idea of living with vulnerability, removing your armor, working through shame, and being brave enough to face challenges where failure is a real possibility. This applies to both personal and work life equally. She discusses how shame can exist in many ways based on cultural norms, secrecy, silence, judgement, and other forces. She uses the concept of ",[35,36,37],"em",{},"wholehearted living"," as a modern antidote.",[17,40,41],{},"She also works through various other ways to manage the judgement, fear, and shame that can pervade our modern lives. She discusses not using common shields like substances or perfectionism. She recommends learning your shame triggers and finding healthy ways to handle them (very much in line with modern cognitive behavioral therapy style).",[12,43,45],{"id":44},"recommendation","Recommendation",[17,47,48,49,25,51,53],{},"The book is great overall, but I feel like it was early in her journey and both ",[21,50,24],{"href":23},[21,52,29],{"href":28}," take the concepts further and in a more actionable direction. Daring Greatly taught me lessons I desperately needed at a particular point in my life, but Brené refined those ideas so successfully in later books that it's hard for me to recommend starting here anymore. If you're thinking about her contributions from a work perspective I would start with those two newer books and skip over Daring Greatly. If you're wrestling with shame, guilt, judgement, or are grasping for something outside of work, then Daring Greatly is still likely the best place to kick off your journey with Brené.",[17,55,56],{},[57,58],"img",{"alt":59,"src":60},"daring greatly image","\u002Fstatic\u002Fimages\u002Fdaring.jpg",{"title":62,"searchDepth":63,"depth":63,"links":64},"",2,[65,66],{"id":14,"depth":63,"text":15},{"id":44,"depth":63,"text":45},"Brené Brown","https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdaring-greatly","bookReview","How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead.\n",false,"md","\u002Fstatic\u002Fimages\u002Fdaring-greatly-cover.jpg","Daring Greatly book cover",{},true,"\u002Fcontent\u002Fdaring-greatly","2026-07-15",[],null,{"title":6,"description":70},"content\u002Fdaring-greatly",[84,85,86,87],"book-shelf","shame","vulnerability","courage",[],"OIVT0KSgysIITWbdV-q4HZFkJHZvGdHv7hG_1WYq8co",[91,95,99,103,107,111,115,119,123,127,131,135,138,141,145,149,150,151,155,159,162,166,170,174,178,182,186,190,194,198,202,206,210,214,218,222,225,229,233,237,240,244,248,252,256,260,264,268,272,276,280,284,288,292,296,300,304,308,311,314,318,322,325,329,333,336,337,340,344,347,351,355,359,363,367,370,374,378,382,385,389,392,396,400,403,406,410],{"path":92,"title":93,"bookAuthor":94,"contentType":69},"\u002Fcontent\u002Faccelerate","Accelerate","Nicole Forsgren, Jez Humble, Gene Kim",{"path":96,"title":97,"bookAuthor":98,"contentType":69},"\u002Fcontent\u002Fanxious-generation","Anxious Generation","Jonathan Haidt",{"path":100,"title":101,"bookAuthor":102,"contentType":69},"\u002Fcontent\u002Fart-of-business-value","The Art of Business Value","Mark Schwartz",{"path":104,"title":105,"bookAuthor":106,"contentType":69},"\u002Fcontent\u002Fask-your-developer","Ask Your Developer","Jeff Lawson",{"path":108,"title":109,"bookAuthor":80,"contentType":110},"\u002Fcontent\u002Fbehind-the-product-podcast","Behind the Product Podcast","podcast",{"path":112,"title":113,"bookAuthor":114,"contentType":69},"\u002Fcontent\u002Fbreath","Breath","James Nestor",{"path":116,"title":117,"bookAuthor":118,"contentType":69},"\u002Fcontent\u002Fbuild","Build","Tony Fadell",{"path":120,"title":121,"bookAuthor":122,"contentType":69},"\u002Fcontent\u002Fbuilding-a-storybrand","Building a Storybrand","Donald Miller",{"path":124,"title":125,"bookAuthor":126,"contentType":69},"\u002Fcontent\u002Fchange","Change","John P. Kotter",{"path":128,"title":129,"bookAuthor":80,"contentType":130},"\u002Fcontent\u002Fchemistry-of-innovation","The Chemistry of Innovation","talk",{"path":132,"title":133,"bookAuthor":134,"contentType":69},"\u002Fcontent\u002Fclean-architecture","Clean Architecture","Robert C. Martin",{"path":136,"title":137,"bookAuthor":134,"contentType":69},"\u002Fcontent\u002Fclean-code","Clean Code",{"path":139,"title":140,"bookAuthor":134,"contentType":69},"\u002Fcontent\u002Fclean-coder","The Clean Coder",{"path":142,"title":143,"bookAuthor":144,"contentType":69},"\u002Fcontent\u002Fcontainer-security","Container Security","Liz Rice",{"path":146,"title":147,"bookAuthor":148,"contentType":69},"\u002Fcontent\u002Fculture-code","The Culture Code","Daniel Coyle",{"path":23,"title":24,"bookAuthor":67,"contentType":69},{"path":77,"title":6,"bookAuthor":67,"contentType":69},{"path":152,"title":153,"bookAuthor":154,"contentType":69},"\u002Fcontent\u002Fdecision-quality","Decision Quality","Carl Spetzler, Hannah Winter, Jennifer Meyer",{"path":156,"title":157,"bookAuthor":158,"contentType":69},"\u002Fcontent\u002Fdeep-work","Deep Work","Cal Newport",{"path":160,"title":161,"bookAuthor":102,"contentType":69},"\u002Fcontent\u002Fdelicate-art-of-bureaucracy","The Delicate Art of Bureaucracy",{"path":163,"title":164,"bookAuthor":165,"contentType":69},"\u002Fcontent\u002Fdevops-for-the-modern-enterprise","DevOps for the Modern Enterprise","Mirco Hering",{"path":167,"title":168,"bookAuthor":169,"contentType":69},"\u002Fcontent\u002Fdevops-handbook","The DevOps Handbook","Gene Kim, Jez Humble, Patrick Debois, John Willis",{"path":171,"title":172,"bookAuthor":173,"contentType":69},"\u002Fcontent\u002Fdigital-mindset","The Digital Mindset","Paul Leonardi, Tsedal Neeley",{"path":175,"title":176,"bookAuthor":177,"contentType":69},"\u002Fcontent\u002Fdip","The Dip","Seth Godin",{"path":179,"title":180,"bookAuthor":181,"contentType":69},"\u002Fcontent\u002Fescaping-the-build-trap","Escaping the Build Trap","Melissa Perri",{"path":183,"title":184,"bookAuthor":185,"contentType":69},"\u002Fcontent\u002Fessentialism","Essentialism","Greg McKeown",{"path":187,"title":188,"bookAuthor":189,"contentType":69},"\u002Fcontent\u002Ffear-of-missing-out","Fear of Missing Out","Patrick J. McGinnis",{"path":191,"title":192,"bookAuthor":193,"contentType":69},"\u002Fcontent\u002Ffearless-organization","The Fearless Organization","Amy C. Edmondson",{"path":195,"title":196,"bookAuthor":197,"contentType":69},"\u002Fcontent\u002Ffiefdom-syndrome","The Fiefdom Syndrome","Robert Herbold",{"path":199,"title":200,"bookAuthor":201,"contentType":69},"\u002Fcontent\u002Ffinite-and-infinite-games","Finite and Infinite Games","James P. Carse",{"path":203,"title":204,"bookAuthor":205,"contentType":69},"\u002Fcontent\u002Ffirst-break-all-the-rules","First, Break All the Rules","Marcus Buckingham, Curt Coffman",{"path":207,"title":208,"bookAuthor":209,"contentType":69},"\u002Fcontent\u002Fhard-thing-about-hard-things","The Hard Thing About Hard Things","Ben Horowitz",{"path":211,"title":212,"bookAuthor":213,"contentType":69},"\u002Fcontent\u002Fhigh-growth-handbook","High Growth Handbook","Elad Gil",{"path":215,"title":216,"bookAuthor":217,"contentType":69},"\u002Fcontent\u002Fhow-to-have-impossible-conversations","How to Have Impossible Conversations","Peter Boghossian, James Lindsay",{"path":219,"title":220,"bookAuthor":221,"contentType":69},"\u002Fcontent\u002Fhyperfocus","Hyperfocus","Chris Bailey",{"path":223,"title":224,"bookAuthor":177,"contentType":69},"\u002Fcontent\u002Ficarus-deception","The Icarus Deception",{"path":226,"title":227,"bookAuthor":228,"contentType":69},"\u002Fcontent\u002Findistractable","Indistractable","Nir Eyal",{"path":230,"title":231,"bookAuthor":232,"contentType":69},"\u002Fcontent\u002Finnovators-dilemma","The Innovator's Dilemma","Clayton M. Christensen",{"path":234,"title":235,"bookAuthor":236,"contentType":69},"\u002Fcontent\u002Flean-startup","The Lean Startup","Eric Ries",{"path":238,"title":239,"bookAuthor":177,"contentType":69},"\u002Fcontent\u002Flinchpin","Linchpin",{"path":241,"title":242,"bookAuthor":243,"contentType":69},"\u002Fcontent\u002Fmade-to-stick","Made to Stick","Chip Heath, Dan Heath",{"path":245,"title":246,"bookAuthor":247,"contentType":69},"\u002Fcontent\u002Fmake-space-to-lead","Make Space to Lead","Tutti Taygerly",{"path":249,"title":250,"bookAuthor":251,"contentType":69},"\u002Fcontent\u002Fmaking-work-visible","Making Work Visible","Dominica DeGrandis",{"path":253,"title":254,"bookAuthor":255,"contentType":69},"\u002Fcontent\u002Fmeasure-what-matters","Measure What Matters","John Doerr",{"path":257,"title":258,"bookAuthor":259,"contentType":69},"\u002Fcontent\u002Fmindset","Mindset","Carol S. Dweck",{"path":261,"title":262,"bookAuthor":263,"contentType":69},"\u002Fcontent\u002Fmultipliers","Multipliers","Liz Wiseman",{"path":265,"title":266,"bookAuthor":267,"contentType":69},"\u002Fcontent\u002Fno-rules-rules","No Rules Rules","Reed Hastings, Erin Meyer",{"path":269,"title":270,"bookAuthor":271,"contentType":69},"\u002Fcontent\u002Fnonviolent-communication","Nonviolent Communication","Marshall B. Rosenberg",{"path":273,"title":274,"bookAuthor":275,"contentType":69},"\u002Fcontent\u002Fnudge","Nudge","Richard H. Thaler, Cass R. Sunstein",{"path":277,"title":278,"bookAuthor":279,"contentType":69},"\u002Fcontent\u002Fonly-the-paranoid-survive","Only the Paranoid Survive","Andrew S. Grove",{"path":281,"title":282,"bookAuthor":80,"contentType":283},"\u002Fcontent\u002Fpgp-gpg-yubikeys-oh-my","PGP, GPG, Yubikeys, Oh My!","article",{"path":285,"title":286,"bookAuthor":287,"contentType":69},"\u002Fcontent\u002Fphoenix-project","The Phoenix Project","Gene Kim, Kevin Behr, George Spafford",{"path":289,"title":290,"bookAuthor":291,"contentType":69},"\u002Fcontent\u002Fproject-to-product","Project to Product","Mik Kersten",{"path":293,"title":294,"bookAuthor":295,"contentType":69},"\u002Fcontent\u002Fquit","Quit","Annie Duke",{"path":297,"title":298,"bookAuthor":299,"contentType":69},"\u002Fcontent\u002Fradical-candor","Radical Candor","Kim Scott",{"path":301,"title":302,"bookAuthor":303,"contentType":69},"\u002Fcontent\u002Frange","Range","David Epstein",{"path":305,"title":306,"bookAuthor":307,"contentType":69},"\u002Fcontent\u002Freset","Reset","Dan Heath",{"path":309,"title":310,"bookAuthor":193,"contentType":69},"\u002Fcontent\u002Fright-kind-of-wrong","Right Kind of Wrong",{"path":312,"title":313,"bookAuthor":102,"contentType":69},"\u002Fcontent\u002Fseat-at-the-table","A Seat at the Table",{"path":315,"title":316,"bookAuthor":317,"contentType":69},"\u002Fcontent\u002Fservant","The Servant","James C. Hunter",{"path":319,"title":320,"bookAuthor":321,"contentType":69},"\u002Fcontent\u002Fsharks-in-the-moat","Sharks in the Moat","Phil Martin",{"path":323,"title":324,"bookAuthor":158,"contentType":69},"\u002Fcontent\u002Fso-good-they-cant-ignore-you","So Good They Can't Ignore You",{"path":326,"title":327,"bookAuthor":328,"contentType":69},"\u002Fcontent\u002Fsoftware-architect-elevator","Software Architect Elevator","Gregor Hohpe",{"path":330,"title":331,"bookAuthor":332,"contentType":69},"\u002Fcontent\u002Fsooner-safer-happier","Sooner Safer Happier","Jonathan Smart",{"path":334,"title":335,"bookAuthor":236,"contentType":69},"\u002Fcontent\u002Fstartup-way","The Startup Way",{"path":28,"title":29,"bookAuthor":67,"contentType":69},{"path":338,"title":339,"bookAuthor":80,"contentType":130},"\u002Fcontent\u002Fsubmarines-keynote","Submarines DevCon 2025 Keynote Speech",{"path":341,"title":342,"bookAuthor":343,"contentType":69},"\u002Fcontent\u002Fsupercommunicators","Supercommunicators","Charles Duhigg",{"path":345,"title":346,"bookAuthor":243,"contentType":69},"\u002Fcontent\u002Fswitch","Switch",{"path":348,"title":349,"bookAuthor":350,"contentType":69},"\u002Fcontent\u002Ftalking-to-strangers","Talking to Strangers","Malcolm Gladwell",{"path":352,"title":353,"bookAuthor":354,"contentType":69},"\u002Fcontent\u002Fteam-topologies","Team Topologies","Matthew Skelton, Manuel Pais",{"path":356,"title":357,"bookAuthor":358,"contentType":69},"\u002Fcontent\u002Fthink-again","Think Again","Adam Grant",{"path":360,"title":361,"bookAuthor":362,"contentType":69},"\u002Fcontent\u002Fthinking-fast-and-slow","Thinking Fast and Slow","Daniel Kahneman",{"path":364,"title":365,"bookAuthor":366,"contentType":69},"\u002Fcontent\u002Ftraction","Traction","Gino Wickman",{"path":368,"title":369,"bookAuthor":177,"contentType":69},"\u002Fcontent\u002Ftribes","Tribes",{"path":371,"title":372,"bookAuthor":373,"contentType":69},"\u002Fcontent\u002Fturn-the-ship-around","Turn the Ship Around","L. David Marquet",{"path":375,"title":376,"bookAuthor":377,"contentType":69},"\u002Fcontent\u002Funderstanding-software","Understanding Software","Max Kanat-Alexander",{"path":379,"title":380,"bookAuthor":381,"contentType":69},"\u002Fcontent\u002Funicorn-project","The Unicorn Project","Gene Kim",{"path":383,"title":384,"bookAuthor":307,"contentType":69},"\u002Fcontent\u002Fupstream","Upstream",{"path":386,"title":387,"bookAuthor":388,"contentType":69},"\u002Fcontent\u002Fvalue-flywheel-effect","The Value Flywheel Effect","David Anderson",{"path":390,"title":391,"bookAuthor":102,"contentType":69},"\u002Fcontent\u002Fwar-peace-it","War and Peace and IT",{"path":393,"title":394,"bookAuthor":395,"contentType":69},"\u002Fcontent\u002Fwiring-the-winning-organization","Wiring the Winning Organization","Gene Kim, Steven Spear",{"path":397,"title":398,"bookAuthor":399,"contentType":69},"\u002Fcontent\u002Fworking-backwards","Working Backwards","Colin Bryar, Bill Carr",{"path":401,"title":402,"bookAuthor":158,"contentType":69},"\u002Fcontent\u002Fworld-without-email","A World Without Email",{"path":404,"title":405,"bookAuthor":126,"contentType":69},"\u002Fcontent\u002Fxlr8","XLR8",{"path":407,"title":408,"bookAuthor":409,"contentType":69},"\u002Fcontent\u002Fyour-next-five-moves","Your Next Five Moves","Patrick Bet-David",{"path":411,"title":412,"bookAuthor":413,"contentType":69},"\u002Fcontent\u002Fzero-to-one","Zero to One","Peter Thiel, Blake Masters",[415],{"id":416,"title":129,"author":7,"body":417,"bookAuthor":80,"canonicalUrl":1158,"contentType":130,"description":1159,"draft":71,"extension":72,"featured":76,"image":1160,"imageAlt":80,"meta":1161,"navigation":76,"path":128,"publishedAt":1162,"relatedWriting":1163,"runtime":80,"seo":1165,"socialImage":80,"startHere":76,"stem":1166,"tags":1167,"topics":1173,"updatedAt":1162,"__hash__":1174},"posts\u002Fcontent\u002Fchemistry-of-innovation.md",{"type":9,"value":418,"toc":1136},[419,422,426,479,492,495,519,522,525,528,534,555,558,561,564,569,575,584,591,594,601,605,610,618,621,624,627,630,633,636,639,661,664,667,671,674,683,746,749,752,755,758,761,765,770,778,781,792,795,801,804,811,814,818,823,831,837,840,856,859,867,902,905,908,911,915,920,928,935,938,941,945,950,958,965,968,975,978,986,1023,1026,1030,1038,1053,1056,1059,1062,1073,1076,1083,1086,1094,1097,1106,1110,1118,1126,1129,1133],[17,420,421],{},"Innovation is one of those concepts that everyone wants and almost nobody can define. You can't command innovation. You can only create the conditions where it becomes possible. That realization became the foundation of this article and keynote speech.",[12,423,425],{"id":424},"introduction-theme","Introduction & Theme",[427,428,433,450],"div",{"className":429,"dir":432},[430,431],"markdown-alert","markdown-alert-note","auto",[17,434,437,449],{"className":435,"dir":432},[436],"markdown-alert-title",[438,439,445],"svg",{"ariaHidden":440,"className":441,"height":443,"viewBox":444,"width":443},"true",[442],"octicon","16","0 0 16 16",[446,447],"path",{"d":448},"M0 8a8 8 0 1 1 16 0A8 8 0 0 1 0 8Zm8-6.5a6.5 6.5 0 1 0 0 13 6.5 6.5 0 0 0 0-13ZM6.5 7.75A.75.75 0 0 1 7.25 7h1a.75.75 0 0 1 .75.75v2.75h.25a.75.75 0 0 1 0 1.5h-2a.75.75 0 0 1 0-1.5h.25v-2h-.25a.75.75 0 0 1-.75-.75ZM8 6a1 1 0 1 1 0-2 1 1 0 0 1 0 2Z","NOTE",[451,452,453,470],"ol",{},[454,455,456,457,463,464,469],"li",{},"A big Thank You! to ",[21,458,462],{"href":459,"rel":460},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fjwjohnson-\u002F",[461],"nofollow","Justin Johnson"," for his help with the slide deck. He's an awesome designer and ",[21,465,468],{"href":466,"rel":467},"https:\u002F\u002Fwww.figma.com\u002F",[461],"Figma"," wizard and this talk wouldn't have turned out nearly as well without his help.",[454,471,472,473,478],{},"I used AI to generate these awesome chalk & blackboard images.  I used it for bouncing ideas off of and help getting the organization and the structure\u002Foutline correct. The writing is\nmy own. I write and edit in ",[21,474,477],{"href":475,"rel":476},"https:\u002F\u002Fessay.app\u002F",[461],"essay.app"," and highly recommend it.",[427,480,485,486],{"className":481},[482,483,484],"flex","flex-row","justify-center","\n  ",[57,487],{"src":488,"className":489,"alt":491},"\u002Fstatic\u002Fimages\u002FchemistryLogo.jpg",[490],"w-1\u002F2","chemistry of innovation - logo slide",[17,493,494],{},"I was asked to give a keynote speech at the 2026 TechPoint Community Connect event related to talent and workforce development, innovation, and AI. As I prepared this talk I realized that nearly every lesson I'd learned about leadership pointed back to some common recurring themes.",[451,496,497,505,512],{},[454,498,499,500,504],{},"I knew I wanted to touch on ",[501,502,503],"strong",{},"psychological safety"," and how it is the foundation of a high-performing team.",[454,506,507,508,511],{},"I've felt for a while that the ",[501,509,510],{},"ability to learn"," is perhaps the single most important skill in this rapidly changing world.",[454,513,514,515,518],{},"I've had this tiny sliver of an idea that has been growing for awhile around the concept of ",[501,516,517],{},"crossing boundaries",".  It happened to me in my career, although I didn't understand the importance at the time.",[17,520,521],{},"I was searching for ways to tie these thoughts together and kept falling back to a recipe. Innovation initially seemed like the result of a baking recipe. If you can put it together in the right way, you'll get a repeatable result.",[17,523,524],{},"But, that actually isn't true. It's more like a chemical reaction. You have to set the right conditions, add ingredients, energy, perhaps a catalyst, and then let it happen (or not).",[17,526,527],{},"Unlike a recipe, chemistry doesn't guarantee an outcome.",[17,529,530,531,533],{},"You can't force it, you can only set the stage and hope it happens. This helped me on the way to the title of the talk: ",[35,532,129],{},". The three main sections followed smoothly:",[535,536,537,543,549],"ul",{},[454,538,539,542],{},[501,540,541],{},"Experimental Conditions",": psychological safety, vulnerability, honesty, trust, etc.",[454,544,545,548],{},[501,546,547],{},"Add Heat",": Provide safe discomfort, challenge, and pressure to ensure learning and struggle are leading to growth.",[454,550,551,554],{},[501,552,553],{},"Cross Boundaries",": Change things up, bring in new ideas, build potential, then release it.",[17,556,557],{},"Finally, Indiana has all the ingredients to release the result of the reaction: Innovation. Read on to see the details of each section and some actionable takeaways to help your teams grow and innovate the same way.",[12,559,541],{"id":560},"experimental-conditions",[17,562,563],{},"The first section is really setting the conditions for our people. We, as leaders, must ensure that the environment our people are working in is fit for purpose, safe, and conducive to the best performance.",[565,566,568],"h3",{"id":567},"_9-brains","9 Brains",[570,571,572],"blockquote",{},[17,573,574],{},"use all the brains",[427,576,485,578],{"className":577},[482,483,484],[57,579],{"src":580,"className":581,"alt":583},"\u002Fstatic\u002Fimages\u002FchemistryBrain.jpg",[582],"w-1\u002F3","chemistry of innovation - brain slide",[17,585,586,587,590],{},"Innovation requires friction. Most organizations optimize for comfort and compliance rather than innovation. In order for people to feel safe enough to create friction and conflict the environment must be psychologically safe. Daniel Coyle in his book ",[21,588,147],{"href":589},"\u002Fblog\u002Fbook-shelf\u002Fculture-code"," explains how psychological safety is the single most important predictor of team performance. I've seen this throughout teams I've led and managed. When people feel safe to put their hand up and disagree with any idea despite the originator, teams begin seeing things that no individual could have seen alone.",[17,592,593],{},"If a manager has a team of 8 people and doesn't ensure a psychologically safe environment, the team operates on about 1 brain - the manager's. If you can convince people they are free to challenge ideas, disagree, dispute, and push back then all of a sudden you have 9 brains all pulling together.",[17,595,596,597,600],{},"If you haven't seen this in action, you might be surprised at how close and familial a team can be while still being ready to jump in and argue with each other at a moment's notice. From the outside it can look chaotic, but from the inside it is an ideal situation. You become free to ",[35,598,599],{},"bring your whole self to work",". You can have ideas and push back on others despite your years of experience or time in the role. Good ideas win, bad ideas fall apart. Inside jokes flourish, and everyone is free to shift smoothly between high performance and vulnerability when necessary. Hard conversations don't always get easier, but they do get safer and more productive.",[565,602,604],{"id":603},"fragility","Fragility",[570,606,607],{},[17,608,609],{},"leaders decide what survives",[427,611,485,613],{"className":612},[482,483,484],[57,614],{"src":615,"className":616,"alt":617},"\u002Fstatic\u002Fimages\u002FchemistryFragile.jpg",[582],"chemistry of innovation - fragility slide",[17,619,620],{},"A key concept early in this discussion is that there is a large amount of fragility here.",[17,622,623],{},"New ideas are fragile.",[17,625,626],{},"Junior ideas are fragile.",[17,628,629],{},"Honest disagreement is fragile.",[17,631,632],{},"Innovation is fragile.",[17,634,635],{},"During a time of such fragility, it's often leaders and managers who decide what lives and what dies. This is why psychological safety, honesty, and accessible vulnerability is mandatory for any team seeking innovation.",[17,637,638],{},"Every person who joins one of my teams hears some version of the this conversation:",[451,640,641,644,647,654],{},[454,642,643],{},"\"I know you're new around here, and I know you're feeling at least some impostor syndrome. That's normal, just sit in it and don't try to escape it.\"",[454,645,646],{},"\"I expect you may think everyone here is smarter than you. You think they may be more experienced, older, and have more reps at the job you're here to do. That may or may not be true, but you're here for a reason.  We want you, we need you, and we value you for your input and experience all the same.\"",[454,648,649,650,653],{},"\"I ",[35,651,652],{},"need you to have a brain",". I need you to challenge ideas no matter who puts them forward. I need you to be brave and ask questions if you are confused, because without that you can't fully judge what you're hearing. I need you to disagree openly if you hear information or ideas you disagree with despite your fear. If you don't, we might miss something.  This is not the classic top-down hierarchical team you may have heard about or seen before.\"",[454,655,656,657,660],{},"\"Finally, ",[35,658,659],{},"don't let me make you do something dumb",". I need you to hold the line and challenge me if I ask you to do something that is dumb or doesn't make sense. I'm one person on a large team and I'm not smart enough to get it right all the time.\"",[17,662,663],{},"The final point comes from a time early in my time of being a manager. I asked one of our grads to make a small change to some python variables in an application. In my mind I was asking him to do a 5-10 minute job to simply align better to our normal standards. It ended up taking him more than 8 hours because of a mixture of him not understanding find\u002Freplace, and me not understanding the depth of the correction. He did it without pushing back, and I still feel bad on a normal basis about wasting 8 hours of his time.",[17,665,666],{},"Over the years I've come to believe leaders can't empower people. People are already capable and able to make change on their own. Leaders simply decide if that capability will be encouraged\nor suppressed. The same is true of innovation. In a similar way leaders can't create innovation. They simply create the conditions where innovation emerges and flourishes.",[565,668,670],{"id":669},"books","Books",[17,672,673],{},"If this section resonated with you, these are the books that most shaped my thinking.",[427,675,485,677],{"className":676},[482,483,484],[57,678],{"src":679,"className":680,"alt":682},"\u002Fstatic\u002Fimages\u002FchemistryBooks1.png",[681],"w-full","chemistry of innovation - books slide 1",[535,684,685,691,709,739],{},[454,686,687,688,690],{},"Daniel Coyle - ",[21,689,147],{"href":589},": This book really taught and convinced me of the importance of psychological safety and how it's the foundation of a high-performing team.",[454,692,693,694],{},"Amy Edmondson\n",[535,695,696,702],{},[454,697,698,701],{},[21,699,192],{"href":700},"\u002Fblog\u002Fbook-shelf\u002Ffearless-organization"," : This book is a deep dive into how to implement psychological safety in your team or organization. I've leveraged many of the practices in this book and have seen great results.",[454,703,704,708],{},[21,705,707],{"href":706},"\u002Fblog\u002Fbook-shelf\u002Fright-kind-of-wrong","The Right Kind of Wrong",": This book acts as a manual for teams and leaders to understand the key role of failure in an organization and how to do it in the right way to learn, grow, and deliver at pace.",[454,710,711,712],{},"Brené Brown\n",[535,713,714,720,730],{},[454,715,716,719],{},[21,717,6],{"href":718},"\u002Fblog\u002Fbook-shelf\u002Fdaring-greatly",": A solid book which introduces concepts around vulnerability as power, humility, working through shame, removing your armor, and being brave.",[454,721,722,725,726,729],{},[21,723,24],{"href":724},"\u002Fblog\u002Fbook-shelf\u002Fdare-to-lead",": In this book Brené expands on the previous work and applies it to leadership. She introduces the concept of ",[35,727,728],{},"Rumbling"," with hard topics, daring vs. armored leadership, and how vulnerability tolerance predicts leadership capability.",[454,731,732,735,736,738],{},[21,733,29],{"href":734},"\u002Fblog\u002Fbook-shelf\u002Fstrong-ground",": In her newest book Brené builds on her work on bringing the ",[35,737,24],{}," topics to large organizations.  She expands, refines, and sheds new light on implementations and how leaders can be even more impactful while remaining curious and daring.",[454,740,741,742,745],{},"Kim Scott - ",[21,743,298],{"href":744},"\u002Fblog\u002Fbook-shelf\u002Fradical-candor",": This book teaches you to be open, caring, honest, and rigorous in how you have all types of conversations",[17,747,748],{},"As we look towards the next section there is one key question and it's answer to have in mind:",[17,750,751],{},"Q: Once people feel safe enough to think, how do we help them to learn and think better?",[17,753,754],{},"A: Turn up the heat!",[12,756,547],{"id":757},"add-heat",[17,759,760],{},"In many chemical reactions adding heat increases the reaction rate.  For people, the equivalent idea is discomfort. Challenge, uncertainty, and struggle while avoiding anxiety, exhaustion,\nand fear will accelerate learning.",[565,762,764],{"id":763},"escalator-moving-backwards","Escalator Moving Backwards",[570,766,767],{},[17,768,769],{},"if you aren't running, you're moving backwards",[427,771,485,773],{"className":772},[482,483,484],[57,774],{"src":775,"className":776,"alt":777},"\u002Fstatic\u002Fimages\u002FchemistryEscalator.jpg",[582],"chemistry of innovation - escalator slide",[17,779,780],{},"Imagine you're facing up on an escalator that is moving backwards.",[535,782,783,786,789],{},[454,784,785],{},"If you stand still, you're riding it down.",[454,787,788],{},"If you walk upward at the same speed you remain in place.",[454,790,791],{},"If you run upwards then you'll make some progress.",[17,793,794],{},"This is the world we seem to now be living in. Information is changing at such a pace that you must be constantly learning just to avoid getting behind. If you want to get ahead you must\nlearn even faster. In many fields, the escalator appears to be accelerating.",[17,796,797,800],{},[35,798,799],{},"Learning itself"," is now the competitive advantage. With the speed of change and the capabilities of AI, information retrieval is much simpler. Learning velocity is becoming more valuable\nthan the knowledge itself. Synthesis of information remains a human skill while retrieval of information is starting to be outsourced to models and tools. Becoming competent at synthesis of\ninformation takes time, effort, and deliberate training.",[17,802,803],{},"One of the special things that I see working in the software world is that information and tools are changing so fast that years of experience is no longer the key question for capability.\nDuring a discussion, the person with the most relevant insight may be the one who asked AI the right question that morning or watched the right explanation the night before. This can be ego\ncrushing, but also thrilling. The ability to adapt, learn, and be open to better ideas from all angles is driving our pace and performance. I'll often mention how a combustion engineer with\n20 years of experience is almost always more knowledgeable and capable than a combustion engineer with 2 years of experience. In tech, that is wrong as often as it's right.",[17,805,806,807,810],{},"Finally, I think it's critical that everyone understands their ",[35,808,809],{},"learning stack",". This is the common methods, tools, knowledge sources, and practices that help them learn at their best and\nfastest. I ask this question during interviews and the best people I've found understand the idea immediately (even if they've never heard the phrase) and then chat openly about the ways they consume information and learn new skills. When people are confused about the phrasing or don't have a good story once they understand the question, it often means they aren't spending much time in the uncomfortable place of learning.",[17,812,813],{},"Keeping pace requires continuous learning, but learning only happens when we move beyond what we already know. That means spending time in discomfort.",[565,815,817],{"id":816},"discomfort-is-the-way","Discomfort is the Way",[570,819,820],{},[17,821,822],{},"learning happens in the struggle",[427,824,485,826],{"className":825},[482,483,484],[57,827],{"src":828,"className":829,"alt":830},"\u002Fstatic\u002Fimages\u002FchemistryBlacksmith.jpg",[582],"chemistry of innovation - blacksmith slide",[17,832,833,834,836],{},"After working with nearly 150 early-career professionals across our teams, I have seen repeatedly  that ",[35,835,822],{},". Some people become uncomfortable after only a few\nminutes and immediately reach for an exit. They ask a senior colleague, ask AI for the answer, hand the task to someone else, or simply give up. Each of those escapes may solve the immediate\nproblem and relieve the discomfort, but it also cuts the learning process short.",[17,838,839],{},"Struggle tolerance and resilience leads to better outcomes. Successful people tend to be those who allow themselves to remain confused the longest. Some people have a natural struggle tolerance of 15-20 minutes, others are happy to grind for 8 hours. Both groups can be successful if they practice the habit. A key point: you want to escape before it turns stressful and hurtful. We've found you should go to the limit where solving the problem still feels good. If solving the problem makes you want to cry, you've struggled too long.",[17,841,842,843,849,850,855],{},"Productive struggle does not always look like grinding harder.  Some problems respond to concentration, others respond to distance and time. Cal Newport is famous for his book ",[21,844,846],{"href":845},"\u002Fblog\u002Fbook-shelf\u002Fdeep-work",[35,847,848],{},"Deep\nWork"," that describes methods for solving hard problems with direct thought and activity in a deeply focused way. This works well and is an invaluable method for\nsome problems. Chris Bailey takes this further in ",[21,851,853],{"href":852},"\u002Fblog\u002Fbook-shelf\u002Fhyperfocus",[35,854,220],{}," and also talks about the flip side of the coin: scatterfocus. Some problems can't be solved with\ndirected, focused attention. Using scatterfocus to support your brain in its non-linear efforts can also be powerful. Everyone reading this has likely had a \"Eureka!\" moment in the shower,\non a walk, or on a commute home. Learning to harness this non-linear problem solving tool really fills out the problem-solving toolkit. Knowing when you should grind and when to wander is a\ncritical part of learning to solve hard problems.",[565,857,670],{"id":858},"books-1",[427,860,485,862],{"className":861},[482,483,484],[57,863],{"src":864,"className":865,"alt":866},"\u002Fstatic\u002Fimages\u002FchemistryBooks2.png",[681],"chemistry of innovation - books slide 2",[535,868,869,876,882,888,895],{},[454,870,871,872,875],{},"Carol Dweck - ",[21,873,258],{"href":874},"\u002Fblog\u002Fbook-shelf\u002Fmindset",": Carol lays out the concepts around a growth vs. fixed mindset and how empowering belief in your own growth can be.",[454,877,878,879,881],{},"Cal Newport - ",[21,880,157],{"href":845},": Learn how to go deep on problems and focus for impressive results.",[454,883,884,885,887],{},"Chris Bailey - ",[21,886,220],{"href":852},": Go further on your struggle journey and learn the non-linear problem solving tools with scatterfocus.",[454,889,890,891,894],{},"Daniel Kahneman - ",[21,892,361],{"href":893},"\u002Fblog\u002Fbook-shelf\u002Fthinking-fast-and-slow",": A classic and well referenced book on the two ways our minds make decisions and think through problems.",[454,896,897,898,901],{},"Adam Grant - ",[21,899,357],{"href":900},"\u002Fblog\u002Fbook-shelf\u002Fthink-again",": Adam teaches how to rethink previous decisions and opinions to make your opinions more loosely held.",[17,903,904],{},"We now have people who feel safe enough to think, and who know how to learn. The next step is to expose them to new ideas and situations that can release their potential.",[12,906,553],{"id":907},"cross-boundaries",[17,909,910],{},"Safety lets people contribute. Productive discomfort helps them grow. Innovation also requires new combinations. Next I'll discuss how we build potential through varied experience, then release it by moving people across boundaries.",[565,912,914],{"id":913},"build-potential","Build Potential",[570,916,917],{},[17,918,919],{},"you don't know what matters yet",[427,921,485,923],{"className":922},[482,483,484],[57,924],{"src":925,"className":926,"alt":927},"\u002Fstatic\u002Fimages\u002FchemistryPotential.jpg",[582],"chemistry of innovation - potential slide",[17,929,930,931,934],{},"One of the books for this section, ",[21,932,302],{"href":933},"\u002Fblog\u002Fbook-shelf\u002Frange"," by David Epstein, discusses the paths to greatness by two contrasting athletes: Tiger Woods and Roger Federer. Most of us\nhave seen videos of Tiger Woods hitting a golf ball when he was just a toddler. He has been passionate about golf from the time he was little and eventually became the best in the world.\nRoger Federer had a different path and played many different kinds of sports until picking up a tennis racket relatively late. He is an athlete who built a general athletic\nbackground and later applied it to tennis. Tiger's path is memorable, but Federer's broader path is a far more common path of success across complex domains.",[17,936,937],{},"Specialists tend to optimize solutions while generalists connect things together. When people build decades of experience in a single field they end up accumulating knowledge, problem\nsolving experience, as well as limitations accepted as barriers. In a world with powerful AI models, that knowledge is not as valuable as it once was. The experience is still valuable, but\nit comes with a cost in the form of patterns and assumptions. People long in experience in one domain sometimes innovate slowly because it becomes hard to challenge the assumptions around status quo. We need fresh eyes on existing problems. We need people unfamiliar with accepted barriers to innovation.",[17,939,940],{},"Taking someone with a lot of experience in one area and moving them to a new area changes the game. In this position they don't have the knowledge, but they still have their experience and\npattern recognition. They don't have the field or domain-level assumptions and knowledge of roadblocks and barriers. They inherit the list of questions, not assumptions as before. Every new\nexperience turns into another ingredient on the shelf. You don't know ahead of time which ones will matter later, so building a varied shelf increases the possibilities.",[565,942,944],{"id":943},"be-the-catalyst","Be the Catalyst",[570,946,947],{},[17,948,949],{},"movement releases potential energy",[427,951,485,953],{"className":952},[482,483,484],[57,954],{"src":955,"className":956,"alt":957},"\u002Fstatic\u002Fimages\u002FchemistryCatalyst.jpg",[582],"chemistry of innovation - catalyst slide",[17,959,960,961,964],{},"I had this kind of switch in my career about 7 years ago, although I didn't understand the implications at the time. I had already spent about 13 years as an engineer across two domains (aerospace and construction products) and multiple roles (failure analysis, materials and process engineering, reliability engineering, supply chain audits, depositions and litigation support, etc.). I then pivoted and began essentially a software consultancy start-up inside of the Rolls-Royce enterprise. I was nervous because this was a complete switch across fields and domains, but I also understood the problem I needed to solve deeply and I had years of experience solving hard problems. This new challenge didn't seem insurmountable. Over the next few years I developed many first-of-their-kind tools, methods, and processes which were new to not only Rolls-Royce, but new to the entire Defense Industrial base (DIB). I can now see that part of the advantage was that I did not bring the assumptions of someone who had spent an entire career in software. I was essentially a ",[35,962,963],{},"Sr. Intern with 13 years of engineering experience",".",[17,966,967],{},"Another example of this was when Amazon hired someone from us who had spent time in manufacturing engineering. After discussing with the people who left, it was clear that they were hired for diversity of thought and experience. This person had spent a lot of time solving problems in a different domain. Software skills can be taught. Fifteen years of solving physical, operational, and manufacturing problems cannot be compressed into a short training program. By dropping one of these people on a highly productive software team, they were a catalyst for solving problems in new ways. They provided fresh eyes, deep experience, but no assumptions as to \"what was allowed.\" When they stepped up to the whiteboard things went in new and interesting directions.",[17,969,970,971,974],{},"By moving to an area where you don't have the baggage of norms, historical solutions, or accepted solution patterns you can challenge and support new styles of solutions and unlock innovation. In chemistry, a catalyst doesn't create energy. It lowers the barrier that prevents the reaction from occurring. Maybe careers work the same way. Maybe organizations work the same way. Instead of training people harder, perhaps we should move them around more. I think innovation isn't something leaders can ",[35,972,973],{},"create",". It's the release of potential that was already there.",[565,976,670],{"id":977},"books-2",[427,979,485,981],{"className":980},[482,483,484],[57,982],{"src":983,"className":984,"alt":985},"\u002Fstatic\u002Fimages\u002FchemistryBooks3.png",[681],"chemistry of innovation - books slide 3",[535,987,988,996,1003,1009,1016],{},[454,989,990,991,995],{},"Mark Schwartz - ",[21,992,994],{"href":993},"\u002Fblog\u002Fbook-shelf\u002Fdelicate-art-of-bureaucracy","Delicate Art of Bureaucracy",": Navigating bureaucracy is a critical skill so people can better act as change agents.",[454,997,998,999,1002],{},"Annie Duke - ",[21,1000,294],{"href":1001},"\u002Fblog\u002Fbook-shelf\u002Fquit",": Learn how changing paths can create room for new ones.",[454,1004,1005,1006,1008],{},"David Epstein - ",[21,1007,302],{"href":933},": Scientific backing that generalists succeed more often than specialists, and how to leverage this in your career.",[454,1010,1011,1012,1015],{},"Colin Bryar - ",[21,1013,398],{"href":1014},"\u002Fblog\u002Fbook-shelf\u002Fworking-backwards",": Learn how to transfer principles from Amazon's context to your organization.",[454,1017,1018,1019,1022],{},"Reed Hastings - ",[21,1020,266],{"href":1021},"\u002Fblog\u002Fbook-shelf\u002Fno-rules-rules",": How to challenge accepted organizational assumptions.",[17,1024,1025],{},"If we can support our people this way, Indiana is unusually well positioned to put the framework into practice.",[12,1027,1029],{"id":1028},"indiana-we-have-the-ingredients","Indiana: We Have the Ingredients",[427,1031,485,1033],{"className":1032},[482,483,484],[57,1034],{"src":1035,"className":1036,"alt":1037},"\u002Fstatic\u002Fimages\u002FchemistryIngredients.jpg",[582],"chemistry of innovation - ingredients slide",[17,1039,1040,1041,1044,1045,1048,1049,1052],{},"As a community of leaders driving innovation in Indiana, we need to ",[35,1042,1043],{},"set the conditions"," with stronger leaders, managers, and interactions. We need to ",[35,1046,1047],{},"add heat"," by ensuring our people can learn better and faster while leveraging our universities and partnerships. We need to ",[35,1050,1051],{},"release our potential"," by colliding people, ideas, and industries across our organizations.",[17,1054,1055],{},"Indiana has an extremely diverse industrial ecosystem. We have defense, agriculture, manufacturing, start-ups, big pharma, motorsports, top universities, logistics, and software all around us. Most regions would love to have even half that diversity and capability in such a small area. We already have the pieces, but we often treat them as separate ecosystems. We need to collaborate and mix together more effectively. That feels like innovation. That feels like progress. This leadership community is in the prime position to ensure that happens.",[17,1057,1058],{},"Let's work to raise the tide which will raise all ships from small tech startups to multi-billion dollar enterprises, together. Let's start increasing the collisions of people, industries, and ideas.",[17,1060,1061],{},"Imagine the impact of experiments based on these ideas:",[535,1063,1064,1067,1070],{},[454,1065,1066],{},"What if we took a senior power engineer from Cummins and dropped them into a Pharma pilot lab at Eli Lilly for three months?",[454,1068,1069],{},"What if we took a High Alpha entrepreneurship expert and gave them a six month placement in middle management deep in the bureaucracy at IU Health?",[454,1071,1072],{},"What if we brought a fast moving prototype design engineer from Dallara or Andretti motorsports and put them in a Rolls-Royce design team on our traditional or legacy engine programs?",[17,1074,1075],{},"Our universities already have industry partnerships. What if we, as leaders, strengthened those partnerships with ways to bring professionals back to the classroom to work on projects\nalongside students. The goal wouldn't be delivery of results as much as allowing students to see how an industry professional approaches problems, thinks through sticking points, etc. The\nprofessional would also benefit from fresh perspectives and newer tools.",[17,1077,1078,1079,1082],{},"Our large employers should be looking for ways to leverage their senior problem solvers into other places to do more good. In return, they could have other experts from other organizations\nlend a hand on their hard problems. As long as IP considerations are handled properly, this would be a win in all directions. Our organizations could also get benefits from expanding rotational programs into mid-career such that the people on rotations have many years of problem solving experience. A ",[35,1080,1081],{},"Sr. Intern"," program could leverage some of the power of the model discussed above.",[17,1084,1085],{},"Engineers and problem-solving leaders in these communities should be looking for ways to recognize when you are accumulating expertise versus applying it somewhere new. It takes both sides of the coin, but being clear-eyed on which phase you're in can make a big difference in maximizing your contributions.",[17,1087,1088,1093],{},[21,1089,1092],{"href":1090,"rel":1091},"https:\u002F\u002Ftechpoint.org\u002F",[461],"TechPoint"," is uniquely positioned to facilitate sharing of people and experiences across domains while protecting IP and benefits for companies. They are uniquely positioned to both clearly explain the benefits of thinking outside the box on these topics as well as facilitate the activity to make it a reality. What if they had a brokerage where companies could contribute weeks or months of their experienced people and in return get other people with experience to help on their tough projects?",[17,1095,1096],{},"Indiana already has enormous potential energy. Now we need leaders willing to create the conditions, add the heat, and increase the collisions that release it.",[427,1098,485,1100],{"className":1099},[482,483,484],[57,1101],{"src":1102,"className":1103,"alt":1105},"\u002Fstatic\u002Fimages\u002FchemistryIndiana.jpg",[1104],"w-2\u002F3","chemistry of innovation - indiana slide",[12,1107,1109],{"id":1108},"continue-the-experiment","Continue the Experiment",[17,1111,1112,1113,1117],{},"In the talk, I linked to this long-form version so people could go deeper and continue the conversation. I'll keep this updated with links, discussions, and support for people wanting to continue this good work. Feel free to reach out to me at the links on the ",[21,1114,1116],{"href":1115},"\u002Fabout","About Me"," page.",[17,1119,1120,1121,1125],{},"You can find my entire ",[21,1122,1124],{"href":1123},"\u002Fblog\u002Fbook-shelf","book shelf"," to see my list ordered from most useful to least useful (according to my gut-feel ranking system.)",[17,1127,1128],{},"If you use any of the content in this blog post, slides, or book write-ups, I'd love to hear about it as I'm passionate about this work and it would be great to hear how people are using it.",[12,1130,1132],{"id":1131},"slides","Slides",[1134,1135],"figma-embed",{},{"title":62,"searchDepth":63,"depth":63,"links":1137},[1138,1139,1145,1150,1155,1156,1157],{"id":424,"depth":63,"text":425},{"id":560,"depth":63,"text":541,"children":1140},[1141,1143,1144],{"id":567,"depth":1142,"text":568},3,{"id":603,"depth":1142,"text":604},{"id":669,"depth":1142,"text":670},{"id":757,"depth":63,"text":547,"children":1146},[1147,1148,1149],{"id":763,"depth":1142,"text":764},{"id":816,"depth":1142,"text":817},{"id":858,"depth":1142,"text":670},{"id":907,"depth":63,"text":553,"children":1151},[1152,1153,1154],{"id":913,"depth":1142,"text":914},{"id":943,"depth":1142,"text":944},{"id":977,"depth":1142,"text":670},{"id":1028,"depth":63,"text":1029},{"id":1108,"depth":63,"text":1109},{"id":1131,"depth":63,"text":1132},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Ftechpoint","I was asked to give a keynote speech at the TechPoint Community Connect event July 2026. The post below contains an expanded readable version of what I discussed including some graphics and the actual slide-deck embedded. If you missed the talk, this post is a great way to catch up on what was discussed.\n","\u002Fstatic\u002Fimages\u002FchemistryTitle.jpg",{},"2016-07-24",[1164],"submarines-keynote",{"title":129,"description":1159},"content\u002Fchemistry-of-innovation",[1168,1169,1170,503,1171,1172,517],"me","tech talk","innovation","learning","leadership",[],"Fojw0hVoOL841W4VtBR2Kxk6yCIVZP4PwWyF-_h87Yw",[1176,1214,1313,1438,1524,1622],{"id":5,"title":6,"author":7,"body":1177,"bookAuthor":67,"canonicalUrl":68,"contentType":69,"description":70,"draft":71,"extension":72,"featured":71,"image":73,"imageAlt":74,"meta":1209,"navigation":76,"path":77,"publishedAt":78,"relatedWriting":1210,"runtime":80,"seo":1211,"socialImage":60,"startHere":71,"stem":82,"tags":1212,"topics":1213,"updatedAt":78,"__hash__":89},{"type":9,"value":1178,"toc":1205},[1179,1181,1187,1191,1193,1195,1201],[12,1180,15],{"id":14},[17,1182,19,1183,25,1185,30],{},[21,1184,24],{"href":23},[21,1186,29],{"href":28},[17,1188,33,1189,38],{},[35,1190,37],{},[17,1192,41],{},[12,1194,45],{"id":44},[17,1196,48,1197,25,1199,53],{},[21,1198,24],{"href":23},[21,1200,29],{"href":28},[17,1202,1203],{},[57,1204],{"alt":59,"src":60},{"title":62,"searchDepth":63,"depth":63,"links":1206},[1207,1208],{"id":14,"depth":63,"text":15},{"id":44,"depth":63,"text":45},{},[],{"title":6,"description":70},[84,85,86,87],[],{"id":1215,"title":365,"author":7,"body":1216,"bookAuthor":366,"canonicalUrl":1300,"contentType":69,"description":1301,"draft":71,"extension":72,"featured":71,"image":1302,"imageAlt":1303,"meta":1304,"navigation":76,"path":364,"publishedAt":78,"relatedWriting":1305,"runtime":80,"seo":1306,"socialImage":1293,"startHere":71,"stem":1307,"tags":1308,"topics":1311,"updatedAt":78,"__hash__":1312},"posts\u002Fcontent\u002Ftraction.md",{"type":9,"value":1217,"toc":1294},[1218,1220,1223,1226,1229,1232,1236,1239,1243,1246,1253,1267,1271,1282,1285,1288],[12,1219,15],{"id":14},[17,1221,1222],{},"This book doesn't really need much of an introduction. It seems to be on fire across social media, recommendations in Audible, YouTube video reviews, and is recommended inside other books. It had been on my to-read list for a long time and I finally knocked it out. It was definitely a solid book overall, but also a bit strange.",[17,1224,1225],{},"Essentially, the book lays out a full operating system for running a small to medium company. Parts of the operating system are really simple and easy (e.g. how to have a meeting to talk about issues) while others are pretty smart and thorough (e.g. \"rocks\" for each person each quarter). There were times when the information felt juvenile, overly simplistic, and silly. At one point he explains that in a meeting if someone tries to go on a tangent you should stop them and yell \"Tangent Alert!\" On other topics I'm actually wrestling with how powerful simple ideas can be.",[17,1227,1228],{},"One good example is scorecards. Gino is a big proponent that leaders should have a scorecard for each level that has a few key numbers and metrics you can check each week. As the numbers change you can tell what is changing in the business and you'll get a warning that you need to step in and make corrections. Initially, I almost laughed at how simple that is. I work at a huge company with complex situations all the time. A simple scorecard isn't useful. But over time, I've started thinking more and more about what a scorecard might look like and how useful it might be.",[17,1230,1231],{},"I think some of the lessons in the book are more subtle and powerful than I initially gave them credit for.",[12,1233,1235],{"id":1234},"rocks","Rocks",[17,1237,1238],{},"Rocks are what Gino calls short-term (~90 days) goals that exist for all people throughout the organization. There should be 3-7 (usually closer to 3) items that people agree to be responsible for and which must be delivered each 90 days. By focusing on these you are clearly saying that all other things are less important. Each rock has a name associated with it, and if you think you might miss yours you must bring it up in the weekly meeting to try and get support. This is another simple yet powerful idea that I'm considering how to implement.",[12,1240,1242],{"id":1241},"culture-and-values","Culture and Values",[17,1244,1245],{},"One area in which I generally disagreed with him is the idea that you should put people in seats based on their alignment to company values. He talks a lot about the right people in the right seats. This seemed like solid advice. I want to make sure I steel-man his argument so I'm thinking he's making the point that if someone goes against a core company value they won't be a good fit and will show that company value isn't actually important. But he pushed an idea that you first come up with your company values. You then see who in the organization fit those values and you judge or determine what people should be there based on that. There are a lot of traits and values which are good and no list of 3-5 values can possibly encompass an entire organization or show which people should be there or not.",[17,1247,1248,1249,1252],{},"I think my friction with this whole concept is I'm a huge believer in diversity of thought and experience. I've hired people specifically because they didn't match the rest of the team. I want people who will challenge the thinking, see the blind spots, and help us all work better. I think when I read his section on values it made me nervous that you could end up building an organization of people who think and work the same way. Values are useful for describing what an organization wants to optimize for, but I'm skeptical that a few values can describe who will or won't succeed in a complex organization. It's likely not what he was intending, but it's certainly where my head went and the whole section felt ",[35,1250,1251],{},"icky"," as I went through it. I think it would be a really cool discussion to dig into with someone.",[427,1254,1256,1264],{"className":1255,"dir":432},[430,431],[17,1257,1259,449],{"className":1258,"dir":432},[436],[438,1260,1262],{"ariaHidden":440,"className":1261,"height":443,"viewBox":444,"width":443},[442],[446,1263],{"d":448},[17,1265,1266],{},"\nThinking more on about this before I publish, I think I'm actually a fan of the opposite view. Use value-fit to disqualify someone, but don't use it to qualify someone. If they violate your values they'll be a bad fit in the organization. If they match the values, they can move on to more scrutiny because you still know almost nothing.",[12,1268,1270],{"id":1269},"visionary-vs-integrator","Visionary vs. Integrator",[17,1272,1273,1274,1277,1278,1281],{},"Lastly, I liked Gino's discussion on how leaders tend to be either ",[35,1275,1276],{},"Visionaries"," or ",[35,1279,1280],{},"Integrators",". Often a company is founded with one of each. The visionary tends to be emotional, intuitive, and makes decisions based on gut reactions. They drive culture, and love to build from a blank field and dream up ways to solve problems. Integrators, on the other hand, tend to be data driven, calculating, and driven to take something which is working and make it more efficient and more effective. Integrators dislike an empty field full of potential. I often think of this split as visionaries would love to see a green grassy field and dream up and build a factory. Integrators would rather take over an operational factory and make it 2% more efficient each year.",[17,1283,1284],{},"Based on his descriptions, I'm definitely more of a visionary. My happiest place is an empty field or a blank sheet of paper with a hard problem written at the top. Over the years, however, I've learned that leadership in large organizations often means learning enough integration to turn a vision into a system.",[17,1286,1287],{},"I likely won't be adopting this model wholesale, but there are certainly some pieces worth stealing and incorporating. I also plan to really challenge myself on the simpler ideas to see whether there might be times simple ideas are actually more powerful.",[17,1289,1290],{},[57,1291],{"alt":1292,"src":1293},"traction image","\u002Fstatic\u002Fimages\u002Ftraction.jpg",{"title":62,"searchDepth":63,"depth":63,"links":1295},[1296,1297,1298,1299],{"id":14,"depth":63,"text":15},{"id":1234,"depth":63,"text":1235},{"id":1241,"depth":63,"text":1242},{"id":1269,"depth":63,"text":1270},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ftraction","Get a Grip on Your Business.\n","\u002Fstatic\u002Fimages\u002Ftraction-cover.jpg","Traction book cover",{},[],{"title":365,"description":1301},"content\u002Ftraction",[84,1309,1310],"entrepreneurship","productivity",[],"dRF-Nf19kv4dhqvKN68OSmC9wCzJPNkV85ERTjvBa8U",{"id":1314,"title":24,"author":7,"body":1315,"bookAuthor":67,"canonicalUrl":1426,"contentType":69,"description":1427,"draft":71,"extension":72,"featured":71,"image":1428,"imageAlt":1429,"meta":1430,"navigation":76,"path":23,"publishedAt":1431,"relatedWriting":1432,"runtime":80,"seo":1433,"socialImage":1386,"startHere":71,"stem":1434,"tags":1435,"topics":1436,"updatedAt":1431,"__hash__":1437},"posts\u002Fcontent\u002Fdare-to-lead.md",{"type":9,"value":1316,"toc":1420},[1317,1321,1326,1332,1345,1356,1367,1370,1376,1381,1387,1390,1394,1401,1410,1414,1417],[12,1318,1320],{"id":1319},"kick-off","Kick-Off",[570,1322,1323],{},[17,1324,1325],{},"Clear is Kind. Unclear is Unkind.",[17,1327,1328,1329,1331],{},"These words are likely the most repeated and most shared part of this book by me and everyone else. People who I coach, mentor, or lead probably get tired of me saying them. This concept aligns well with lessons from ",[21,1330,298],{"href":297}," and helps to frame conversations which need to be tough and clear. One of the worst things you can do in a hard conversation is leave the other person unclear on the message or next steps. Things are already hard, emotions are high, and if you don't spend that relationship capital to deliver the full message you've wasted an opportunity.",[17,1333,1334,1335,1337,1338,1341,1342,964],{},"This book is powerful and hits with some tough advice about how the right way to lead isn't the tough - measured - commanding presence that many of us have tried to model. Instead she shows a way that uses your heart, courage, bravery, and vulnerability. I had gotten to some of this on my own as I'm very much the type of person who wears my emotions on my sleeve. I keep my camera on at work 100% of the time because I want people to know what I'm thinking and feeling. If you've read Gino's book ",[21,1336,365],{"href":364}," then I'm a ",[35,1339,1340],{},"visionary"," not an ",[35,1343,1344],{},"integrator",[17,1346,1347,1348,1351,1352,1355],{},"For me and all the teams and people I lead my number one driving factor for all my decisions is to maintain psychological safety. In meetings I tend to mention it often enough people roll their eyes. I recommend both ",[21,1349,1350],{"href":146},"Culture Code"," for the \"why\" and ",[21,1353,1354],{"href":191},"Fearless Organization"," for the \"how\" on it. This book perfectly dovetails with those two. As a trifecta:",[535,1357,1358,1361,1364],{},[454,1359,1360],{},"Culture Code explains why psychological safety is important.",[454,1362,1363],{},"Fearless Organization explains how to deploy and operate it in your team and environment.",[454,1365,1366],{},"Dare to Lead explains how to show up correctly and be the type of daring leader that a psychologically safe team needs to do their best work.",[12,1368,728],{"id":1369},"rumbling",[17,1371,1372,1373,1375],{},"Brené uses the phrase ",[35,1374,728],{}," to explain how you have to really dig in to tough conversations. I'll let her define it (as a side note, I'll never be the kind of writer who can pull off a sentence this long):",[570,1377,1378],{},[17,1379,1380],{},"Rumbling: A rumble is a discussion, conversation, or meeting defined by a commitment to lean into vulnerability, to stay curious and generous, to stick with the messy middle of problem identification and solving, to take a break and circle back when necessary, to be fearless in owning our parts, and, as psychologist Harriet Lerner teaches, to listen with the same passion with which we want to be heard.",[17,1382,1383],{},[57,1384],{"alt":1385,"src":1386},"dare to lead","\u002Fstatic\u002Fimages\u002FdareToLead.jpg",[17,1388,1389],{},"I like this definition because it really helps to lock-in what rumbling is and the power that it has when things need to be worked through. It's not always easy to drop into this level of vulnerability and honesty. I've found good preparation to be key. Walking in to a hard conversation with some thoughts and examples floating around your head generally makes things go poorly. If you can prepare ahead of time, have examples, and really try to stay in \"teacher\" mode where you will deal out some discipline and tough thoughts, but always from a frame of helping and growing that person... it tends to go much more smoothly. Those are the conversations where I get the follow-up a day or two later with the person thanking me for the feedback and guidance.",[12,1391,1393],{"id":1392},"armored-vs-daring","Armored vs. Daring",[17,1395,1396,1397,1400],{},"Finally, I want to toss out a picture here that comes from Brené's website about the concept of Armored vs. Daring leadership. I feel like over the years I could have added many more items to these two lists both from myself and other managers and leaders I've worked with. Staying on the ",[35,1398,1399],{},"Daring"," side is a choice and not always an easy choice. I feel it's a choice to show up, stay vulnerable, and make sure you don't simply give up - shut down - and resort to fear\u002Fanger\u002Ffrustration\u002Fusing power.",[17,1402,1403],{},[21,1404,1407],{"href":1405,"rel":1406},"https:\u002F\u002Fbrenebrown.com\u002F",[461],[57,1408],{"alt":1393,"src":1409},"https:\u002F\u002Fbrenebrown.com\u002Fwp-content\u002Fuploads\u002F2025\u002F11\u002FSGHub__0006_BreneBrown-StrongGround-Resource-Armored-vs-Daring-Leadership.jpg",[12,1411,1413],{"id":1412},"wrap-up","Wrap-Up",[17,1415,1416],{},"Overall, this is a fantastic book. The notes above are only a small part of what you'll find and I can't recommend it highly enough. Some of you reading this may know I see a therapist on a normal basis. I've been going monthly for the past 7ish years and plan to continue. At this point it's like a mental oil-change. Sometimes we just end up chatting, and other times we end up with hard conversations about my patterns, family things, or work things. Early on my therapist had said that therapy is primarily designed to give you tools, which at the time seemed silly. Over the years I've realized it has done exactly that. Reading this book after I've been given those tools really let me understand and use some of the recommendations in this book. Also, in full Dunning-Kruger glory, I'm now able to realize a little more about how much further I have to go on this journey.",[17,1418,1419],{},"Whether you've been at this hard work for awhile, or you're just starting I think this is a solid first book to get going. Happy Rumbling!",{"title":62,"searchDepth":63,"depth":63,"links":1421},[1422,1423,1424,1425],{"id":1319,"depth":63,"text":1320},{"id":1369,"depth":63,"text":728},{"id":1392,"depth":63,"text":1393},{"id":1412,"depth":63,"text":1413},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdare-to-lead","Brave Work. Tough Conversations. Whole Hearts.\n","\u002Fstatic\u002Fimages\u002Fdare-to-lead-cover.jpg","Dare to Lead book cover",{},"2026-07-14",[],{"title":24,"description":1427},"content\u002Fdare-to-lead",[84,1172,86],[],"3GRmb3JbVnponyl4kl2Jyqhs9AwlKuh1v8XneMd51nE",{"id":1439,"title":29,"author":7,"body":1440,"bookAuthor":67,"canonicalUrl":1511,"contentType":69,"description":1512,"draft":71,"extension":72,"featured":71,"image":1513,"imageAlt":1514,"meta":1515,"navigation":76,"path":28,"publishedAt":1516,"relatedWriting":1517,"runtime":80,"seo":1518,"socialImage":1485,"startHere":71,"stem":1519,"tags":1520,"topics":1522,"updatedAt":1516,"__hash__":1523},"posts\u002Fcontent\u002Fstrong-ground.md",{"type":9,"value":1441,"toc":1505},[1442,1453,1456,1460,1463,1477,1480,1486,1490,1493,1497,1500,1502],[17,1443,1444,1445,1447,1448,25,1450,1452],{},"I recently finished ",[35,1446,29],{}," after seeing it in the University of Toronto book store during a short trip to Toronto. I almost bought it on the spot because of how much I loved ",[21,1449,24],{"href":23},[21,1451,6],{"href":77},". Instead, I held off until I was home and could get it on Audible. I have about 2 hours of mowing a week and that's often a great time to make a lot of progress on books I'm working through.",[17,1454,1455],{},"Primarily, this was a follow-on to the Dare-to-Lead book and work that was taught then. As Brené described she has continued doing work with leaders and companies and this book is some new thoughts and material that she and her team have learned and developed since the last book.",[12,1457,1459],{"id":1458},"follow-on-material","Follow-On Material",[17,1461,1462],{},"The primary material is related to follow-on work such as:",[535,1464,1465,1468,1474],{},[454,1466,1467],{},"Grounded Confidence: Confidence in your ability without resorting to ego, certainty, exercise of power over people, or other non-compassionate methods.",[454,1469,1470,1471,1473],{},"Vulnerability as Power: She leans in on furthering some themes from ",[35,1472,24],{}," in that your level of tolerance for vulnerability is directly related to your leadership effectiveness limit.",[454,1475,1476],{},"Understanding yourself, working on yourself, and building from a strong - emotionally mature foundation as the right place to push and lead from.",[17,1478,1479],{},"She talked at length about how leadership mastery comes from various concepts like systems thinking, judgement, value alignment, etc. This felt a little over-done, but perhaps that's because I come from an industry that uses systems engineering and systems thinking very heavily. It's likely that reason why it felt like a rehash of some of those concepts. I think the key takeaway is that leadership is a complex system and you need to be able to deal with complexity and uncertainty.",[17,1481,1482],{},[57,1483],{"alt":1484,"src":1485},"strong ground","\u002Fstatic\u002Fimages\u002Fground.jpg",[12,1487,1489],{"id":1488},"favorite-part-paradox-and-tension","Favorite Part - Paradox and Tension",[17,1491,1492],{},"I really loved the way she discussed the concept of paradox and how living in paradox is often a key part of being a good leader. I've experienced these paradoxes as I grew from an individual contributor (IC) to a manager, director, and executive. I have to be forceful and gentle, confident and humble, pushy and patient, frustrated and understanding, and more every day. Being comfortable with paradox is key. I remember reading somewhere that it is a strong sign of intelligence if someone is able to hold two opposing ideas in their mind at the same time and Brené really drives that home here. Living in the tension is a key concept in chess and it carries over here too. Don't release the tension by flipping to one side of the paradox or the other. Often success lives in that tension.",[12,1494,1496],{"id":1495},"least-favorite-parts-the-sports-discussions-best-buddies","Least Favorite Parts - The Sports Discussions & Best Buddies",[17,1498,1499],{},"Brené went hard in this book on sports, sports analogies, sports personalities, sports books, winning, losing, her sports journey, etc. I get why and she mixed it in well, but it didn't land with me as I'm not a big sports guy. She also has a tendency to name drop and talk about other people almost an annoying amount. I get that she is trying to show that she has done a lot of work with a lot of people, but it felt like it was a little overdone and distracting. It felt like she said something like \"X is the single best person I've ever met\" or \"Y is the most amazing and incredible person at doing Z in the world\" or \"M is my single best friend in the whole world and her book is the best book of all books.\" It wasn't super distracting, but felt a little over the top.",[12,1501,1413],{"id":1412},[17,1503,1504],{},"Overall, this is a definite must-read along with her other books. I really like the way she lays out concepts, and how she so clearly drives to the heart of tough emotional issues and really challenges you to be better. Anytime I'm coaching someone on management or leadership, these books are on the assigned reading list.",{"title":62,"searchDepth":63,"depth":63,"links":1506},[1507,1508,1509,1510],{"id":1458,"depth":63,"text":1459},{"id":1488,"depth":63,"text":1489},{"id":1495,"depth":63,"text":1496},{"id":1412,"depth":63,"text":1413},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fstrong-ground","The Lessons of Daring Leadership, the Tenacity of Paradox, and the Wisdom of the Human Spirit.\n","\u002Fstatic\u002Fimages\u002Fstrong-ground-cover.jpg","Strong Ground book cover",{},"2026-07-13",[],{"title":29,"description":1512},"content\u002Fstrong-ground",[84,1172,1521,86],"culture",[],"7y2maZ5EP-4nO6egf_0zqASV7b_3IPzZGof4iO9R2Ug",{"id":1525,"title":212,"author":7,"body":1526,"bookAuthor":213,"canonicalUrl":1609,"contentType":69,"description":1610,"draft":71,"extension":72,"featured":71,"image":1611,"imageAlt":1612,"meta":1613,"navigation":76,"path":211,"publishedAt":1614,"relatedWriting":1615,"runtime":80,"seo":1616,"socialImage":1601,"startHere":71,"stem":1617,"tags":1618,"topics":1620,"updatedAt":1614,"__hash__":1621},"posts\u002Fcontent\u002Fhigh-growth-handbook.md",{"type":9,"value":1527,"toc":1602},[1528,1530,1537,1540,1544,1555,1562,1566,1569,1572,1575,1579,1586,1589,1593,1596],[12,1529,15],{"id":14},[17,1531,1532,1533,1536],{},"This was a book that was actually recommended by ChatGPT when I was working through a tricky part of my growth journey. I had recently taken on a new executive role and was wrestling with some problems I couldn't sort out. Eventually I realized it was a bad case of \"Founder Scale Chaos\" as our Software Factory team grew and I was essentially now the bottleneck preventing proper scaling. As I was grasping for any straw I could find, this book was one of the recommendations. It didn't end up solving my problem, but it made my ",[35,1534,1535],{},"to read"," list.",[17,1538,1539],{},"Overall, I'd put this book as more of a reference manual for problems founders go through as they start to get to the later growth stages. It references various successful companies that have made the various transition journeys successfully. Below, I'll list four key concepts that stood out for me. I'll note that since I'm writing this review about 9 months past that sticking point, these key concepts land differently than they would have if I was still stuck.",[12,1541,1543],{"id":1542},"actual-job-for-an-executive-or-ceo","Actual Job for an Executive or CEO",[17,1545,1546,1547,1550,1551,1554],{},"The first concept is driving home the point about the actual job of an executive or CEO. Of course these people should be leaders. Of course they should manage their people effectively. Of course they should be customer focused. The key point the author makes though is that they should not be ",[35,1548,1549],{},"doing"," the work, they should be ",[35,1552,1553],{},"Building the Machine that Does the Work."," This is a powerful idea and one that can be hard to climb out of.",[17,1556,1557,1558,1561],{},"Many people who become executives started as ",[35,1559,1560],{},"Doers"," who were first successful as individual contributors. It can be hard to make the transition, but until you embrace it you can't really begin to accelerate. It took me longer to learn this lesson and adapt than I would have liked as there was a time that building a digital product super fast late at night was how I was delivering value. Now, I need to build the processes that deliver the value.",[12,1563,1565],{"id":1564},"organizational-debt","Organizational Debt",[17,1567,1568],{},"The next concept is around the idea that an organization (or team or team of teams) needs to reinvent itself multiple times as it scales. What works for one size makes no sense for a different size. This is a good lesson and one I unfortunately had to grind through rather than smoothly execute through.",[17,1570,1571],{},"The processes I used in the early phases of the Software Factory helped us grow and become a solid organization that had a reputation for quality, speed, and security. Those same processes later became handcuffs as we started to scale and formalize because the bottlenecks changed.",[17,1573,1574],{},"When I run this playbook again I'll hopefully recognize the warning signs earlier and ensure the next structure is ready when it's needed.",[12,1576,1578],{"id":1577},"speed-initially-then-systems","Speed Initially, Then Systems",[17,1580,1581,1582,1585],{},"The third concept covers the transition from speed to systems. Initially, startups and small teams ",[35,1583,1584],{},"win on speed",". They move faster, are more agile, and deliver at a pace large organizations can't touch with a nearly limitless ability to pivot. Later, this speed and flexibility becomes a detriment.",[17,1587,1588],{},"Eventually the organization scales to the point it needs infrastructure, processes, reliability, and predictability. If you try to rely on speed in these moments serious things will break and the walls may crumble. It's the job of strong leaders to see the warning signs and make sure processes are ready when they're needed.",[12,1590,1592],{"id":1591},"culture-over-performance","Culture Over Performance",[17,1594,1595],{},"Finally, the author mentions repeatedly about the idea that culture needs to be built intentionally. He uses the phrase \"No Brilliant Jerks\" to drive this point home. You should always choose someone with the right personality and culture fit over a higher performer who will damage the group culture. The larger the company or organization gets, the more important this is. You must know your values, repeat them often, and support them at every turn.",[17,1597,1598],{},[57,1599],{"alt":1600,"src":1601},"career transitions","\u002Fstatic\u002Fimages\u002FhighGrowth.jpg",{"title":62,"searchDepth":63,"depth":63,"links":1603},[1604,1605,1606,1607,1608],{"id":14,"depth":63,"text":15},{"id":1542,"depth":63,"text":1543},{"id":1564,"depth":63,"text":1565},{"id":1577,"depth":63,"text":1578},{"id":1591,"depth":63,"text":1592},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fhigh-growth-handbook","The playbook for growing your startup into a global brand.\n","\u002Fstatic\u002Fimages\u002Fhigh-growth-handbook-cover.jpg","High Growth Handbook book cover",{},"2026-04-21",[],{"title":212,"description":1610},"content\u002Fhigh-growth-handbook",[84,1309,1619],"executive",[],"d0_398uP-Bq1PQFECrG3K4HV68mgPW2udKOmPq39qa4",{"id":1623,"title":208,"author":7,"body":1624,"bookAuthor":209,"canonicalUrl":1703,"contentType":69,"description":1704,"draft":71,"extension":72,"featured":71,"image":1705,"imageAlt":1706,"meta":1707,"navigation":76,"path":207,"publishedAt":1708,"relatedWriting":1709,"runtime":80,"seo":1710,"socialImage":1662,"startHere":71,"stem":1711,"tags":1712,"topics":1713,"updatedAt":1708,"__hash__":1714},"posts\u002Fcontent\u002Fhard-thing-about-hard-things.md",{"type":9,"value":1625,"toc":1694},[1626,1628,1631,1635,1638,1642,1651,1654,1657,1663,1667,1670,1673,1676,1680,1683,1686,1689,1691],[12,1627,15],{"id":14},[17,1629,1630],{},"I have had this book recommended to me many times over the last couple of years. It generally tends to rank high on book lists, reviews, and recommendation algorithms. I finally had a gap in my planned books so picked it up. This book was unusual in the amount of vulgarity it had, unexpected rap quotes to kick off chapters, and various other little strange things. Perhaps this would have been normal if I had learned more about the author Ben Horowitz before reading.",[12,1632,1634],{"id":1633},"memorable-ideas","Memorable Ideas",[17,1636,1637],{},"I'm going to structure this article in less of a summary, and more of a list of things I'd like to remember about the book. In this way if I review this article a few years from now I can use it as a quick reference. The book as a whole was solid, but there were a few keys which stuck out for me most.",[565,1639,1641],{"id":1640},"struggle","Struggle",[17,1643,1644,1645,1650],{},"While working through difficult things (managing companies, saving a company from financial ruin, delivering on difficult projects, etc.) the struggle is the way. Struggle is a common theme throughout the book. Although this feels like a ",[21,1646,1649],{"href":1647,"rel":1648},"https:\u002F\u002Fryanholiday.net\u002F",[461],"Ryan Holiday","-esque cop-out, it's valid and true. Sitting and accepting that pain, agonizing through the hard parts, and not quitting is how you make it through.",[17,1652,1653],{},"In my past I've seen similar things. There were various points in the Software Factory's growth stages where it would have been easier to quit. One point was after working for years to get our new approval process \"approved\" only to have someone in the UK say \"Yes, but it isn't approved globally\" despite us including exactly that in the work. It felt like we were starting from scratch and quitting looked like a solid option.",[17,1655,1656],{},"Ben makes a point that great CEOs often will attribute their success to \"not quitting\" while lesser CEOs talk about their brilliant strategic choices or powerful leadership. This rings true despite it feeling like nothing more than an anecdote.",[17,1658,1659],{},[57,1660],{"alt":1661,"src":1662},"hard things image","\u002Fstatic\u002Fimages\u002FhardThings.jpg",[565,1664,1666],{"id":1665},"communication","Communication",[17,1668,1669],{},"He talks about how communication is absolutely critical. When in chaos you have to communicate all the time. Lack of communication is a key roadblock to grinding out of a difficult situation. No matter how much you think you're communicating, it isn't enough.",[17,1671,1672],{},"I've experienced this while trying to internally evangelize for Software Factory during the first 3-4 years. One year I stopped counting at 150 separate 30-60 minute \"show and tell\" sessions with people, managers, or teams. In my mind I had said the same words and stories dozens or hundreds of times. I had used the same anecdotes, showed the same demos, and answered the same questions until I could do it in my sleep. And yet... I would end up with new people and teams each week that would ask \"Sorry, what's the Software Factory?\" It was maddening.",[17,1674,1675],{},"Now I'm experiencing this as a manager where things that are clear to me, and that I feel like I've shared, still end up confused across the team. This idea of over-communicating and sharing more than you think you need to is really powerful.",[565,1677,1679],{"id":1678},"peacetime-vs-wartime","Peacetime vs. Wartime",[17,1681,1682],{},"He discusses an idea at length related to being a Wartime CEO or a Peacetime CEO. This stuck with me not because I plan on being a CEO (ever), but because taking stock of the business situation you are in should drive behaviors. In the last 5-6 years throughout this phase of my career I've seen both kinds of times. We're currently in peacetime where funding is growing, opportunities for change are abundant, hiring is hard but possible, etc. In these times we need to be looking for smart growth, expansion, and preparing for the next bad time.",[17,1684,1685],{},"Around a year ago we were deep in re-org \u002F transformation. Our team's future was uncertain, growth was impossible, spending was minimized, and the future looked bleak. We had to focus on survival, ruthless prioritization, and doing our best to be efficient and delivery with very little resources.",[17,1687,1688],{},"Having experience from each mode to draw on is really useful. Understanding how and when to switch modes is critical. I'm also constantly thinking of the size of our team and skill sets to determine if I could justify keeping everyone during the next downsize\u002Fre-org\u002Fdownturn.",[12,1690,1413],{"id":1412},[17,1692,1693],{},"Overall, this is a solid book. It was worth a listen and had a lot of good tips. It was heavily slanted towards people at the executive leadership level and most of the stories were from Ben's time as a CEO. I think most of the lessons learned were easily transferable to various other levels if you looked for them. The three points above are my key takeaways I'd like to have easy reference to and the items I want to keep in mind as I move forward in my career.",{"title":62,"searchDepth":63,"depth":63,"links":1695},[1696,1697,1702],{"id":14,"depth":63,"text":15},{"id":1633,"depth":63,"text":1634,"children":1698},[1699,1700,1701],{"id":1640,"depth":1142,"text":1641},{"id":1665,"depth":1142,"text":1666},{"id":1678,"depth":1142,"text":1679},{"id":1412,"depth":63,"text":1413},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fhard-thing-about-hard-things","Building a Business When There Are No Easy Answers - Straight Talk on the Challenges of Entrepreneurship.\n","\u002Fstatic\u002Fimages\u002Fhard-thing-about-hard-things-cover.jpg","The Hard Thing About Hard Things book cover",{},"2026-03-28",[],{"title":208,"description":1704},"content\u002Fhard-thing-about-hard-things",[84,1172,1309],[],"cDlfTwDIqgvv2uJgi4bSh9QWrCNn7lmz20PQXwCAEJc",[1716,2196,2359],{"id":416,"title":129,"author":7,"body":1717,"bookAuthor":80,"canonicalUrl":1158,"contentType":130,"description":1159,"draft":71,"extension":72,"featured":76,"image":1160,"imageAlt":80,"meta":2191,"navigation":76,"path":128,"publishedAt":1162,"relatedWriting":2192,"runtime":80,"seo":2193,"socialImage":80,"startHere":76,"stem":1166,"tags":2194,"topics":2195,"updatedAt":1162,"__hash__":1174},{"type":9,"value":1718,"toc":2170},[1719,1721,1723,1749,1755,1757,1771,1773,1775,1777,1781,1795,1797,1799,1801,1803,1807,1813,1817,1819,1823,1825,1829,1835,1837,1839,1841,1843,1845,1847,1849,1863,1865,1867,1869,1871,1877,1919,1921,1923,1925,1927,1929,1931,1935,1941,1943,1951,1953,1957,1959,1963,1965,1967,1971,1977,1981,1983,1993,1995,2001,2023,2025,2027,2029,2031,2035,2041,2045,2047,2049,2051,2055,2061,2065,2067,2071,2073,2079,2101,2103,2105,2111,2119,2121,2123,2125,2133,2135,2139,2141,2146,2148,2154,2156,2160,2164,2166,2168],[17,1720,421],{},[12,1722,425],{"id":424},[427,1724,1726,1734],{"className":1725,"dir":432},[430,431],[17,1727,1729,449],{"className":1728,"dir":432},[436],[438,1730,1732],{"ariaHidden":440,"className":1731,"height":443,"viewBox":444,"width":443},[442],[446,1733],{"d":448},[451,1735,1736,1744],{},[454,1737,456,1738,463,1741,469],{},[21,1739,462],{"href":459,"rel":1740},[461],[21,1742,468],{"href":466,"rel":1743},[461],[454,1745,472,1746,478],{},[21,1747,477],{"href":475,"rel":1748},[461],[427,1750,485,1752],{"className":1751},[482,483,484],[57,1753],{"src":488,"className":1754,"alt":491},[490],[17,1756,494],{},[451,1758,1759,1763,1767],{},[454,1760,499,1761,504],{},[501,1762,503],{},[454,1764,507,1765,511],{},[501,1766,510],{},[454,1768,514,1769,518],{},[501,1770,517],{},[17,1772,521],{},[17,1774,524],{},[17,1776,527],{},[17,1778,530,1779,533],{},[35,1780,129],{},[535,1782,1783,1787,1791],{},[454,1784,1785,542],{},[501,1786,541],{},[454,1788,1789,548],{},[501,1790,547],{},[454,1792,1793,554],{},[501,1794,553],{},[17,1796,557],{},[12,1798,541],{"id":560},[17,1800,563],{},[565,1802,568],{"id":567},[570,1804,1805],{},[17,1806,574],{},[427,1808,485,1810],{"className":1809},[482,483,484],[57,1811],{"src":580,"className":1812,"alt":583},[582],[17,1814,586,1815,590],{},[21,1816,147],{"href":589},[17,1818,593],{},[17,1820,596,1821,600],{},[35,1822,599],{},[565,1824,604],{"id":603},[570,1826,1827],{},[17,1828,609],{},[427,1830,485,1832],{"className":1831},[482,483,484],[57,1833],{"src":615,"className":1834,"alt":617},[582],[17,1836,620],{},[17,1838,623],{},[17,1840,626],{},[17,1842,629],{},[17,1844,632],{},[17,1846,635],{},[17,1848,638],{},[451,1850,1851,1853,1855,1859],{},[454,1852,643],{},[454,1854,646],{},[454,1856,649,1857,653],{},[35,1858,652],{},[454,1860,656,1861,660],{},[35,1862,659],{},[17,1864,663],{},[17,1866,666],{},[565,1868,670],{"id":669},[17,1870,673],{},[427,1872,485,1874],{"className":1873},[482,483,484],[57,1875],{"src":679,"className":1876,"alt":682},[681],[535,1878,1879,1883,1895,1915],{},[454,1880,687,1881,690],{},[21,1882,147],{"href":589},[454,1884,693,1885],{},[535,1886,1887,1891],{},[454,1888,1889,701],{},[21,1890,192],{"href":700},[454,1892,1893,708],{},[21,1894,707],{"href":706},[454,1896,711,1897],{},[535,1898,1899,1903,1909],{},[454,1900,1901,719],{},[21,1902,6],{"href":718},[454,1904,1905,725,1907,729],{},[21,1906,24],{"href":724},[35,1908,728],{},[454,1910,1911,735,1913,738],{},[21,1912,29],{"href":734},[35,1914,24],{},[454,1916,741,1917,745],{},[21,1918,298],{"href":744},[17,1920,748],{},[17,1922,751],{},[17,1924,754],{},[12,1926,547],{"id":757},[17,1928,760],{},[565,1930,764],{"id":763},[570,1932,1933],{},[17,1934,769],{},[427,1936,485,1938],{"className":1937},[482,483,484],[57,1939],{"src":775,"className":1940,"alt":777},[582],[17,1942,780],{},[535,1944,1945,1947,1949],{},[454,1946,785],{},[454,1948,788],{},[454,1950,791],{},[17,1952,794],{},[17,1954,1955,800],{},[35,1956,799],{},[17,1958,803],{},[17,1960,806,1961,810],{},[35,1962,809],{},[17,1964,813],{},[565,1966,817],{"id":816},[570,1968,1969],{},[17,1970,822],{},[427,1972,485,1974],{"className":1973},[482,483,484],[57,1975],{"src":828,"className":1976,"alt":830},[582],[17,1978,833,1979,836],{},[35,1980,822],{},[17,1982,839],{},[17,1984,842,1985,849,1989,855],{},[21,1986,1987],{"href":845},[35,1988,848],{},[21,1990,1991],{"href":852},[35,1992,220],{},[565,1994,670],{"id":858},[427,1996,485,1998],{"className":1997},[482,483,484],[57,1999],{"src":864,"className":2000,"alt":866},[681],[535,2002,2003,2007,2011,2015,2019],{},[454,2004,871,2005,875],{},[21,2006,258],{"href":874},[454,2008,878,2009,881],{},[21,2010,157],{"href":845},[454,2012,884,2013,887],{},[21,2014,220],{"href":852},[454,2016,890,2017,894],{},[21,2018,361],{"href":893},[454,2020,897,2021,901],{},[21,2022,357],{"href":900},[17,2024,904],{},[12,2026,553],{"id":907},[17,2028,910],{},[565,2030,914],{"id":913},[570,2032,2033],{},[17,2034,919],{},[427,2036,485,2038],{"className":2037},[482,483,484],[57,2039],{"src":925,"className":2040,"alt":927},[582],[17,2042,930,2043,934],{},[21,2044,302],{"href":933},[17,2046,937],{},[17,2048,940],{},[565,2050,944],{"id":943},[570,2052,2053],{},[17,2054,949],{},[427,2056,485,2058],{"className":2057},[482,483,484],[57,2059],{"src":955,"className":2060,"alt":957},[582],[17,2062,960,2063,964],{},[35,2064,963],{},[17,2066,967],{},[17,2068,970,2069,974],{},[35,2070,973],{},[565,2072,670],{"id":977},[427,2074,485,2076],{"className":2075},[482,483,484],[57,2077],{"src":983,"className":2078,"alt":985},[681],[535,2080,2081,2085,2089,2093,2097],{},[454,2082,990,2083,995],{},[21,2084,994],{"href":993},[454,2086,998,2087,1002],{},[21,2088,294],{"href":1001},[454,2090,1005,2091,1008],{},[21,2092,302],{"href":933},[454,2094,1011,2095,1015],{},[21,2096,398],{"href":1014},[454,2098,1018,2099,1022],{},[21,2100,266],{"href":1021},[17,2102,1025],{},[12,2104,1029],{"id":1028},[427,2106,485,2108],{"className":2107},[482,483,484],[57,2109],{"src":1035,"className":2110,"alt":1037},[582],[17,2112,1040,2113,1044,2115,1048,2117,1052],{},[35,2114,1043],{},[35,2116,1047],{},[35,2118,1051],{},[17,2120,1055],{},[17,2122,1058],{},[17,2124,1061],{},[535,2126,2127,2129,2131],{},[454,2128,1066],{},[454,2130,1069],{},[454,2132,1072],{},[17,2134,1075],{},[17,2136,1078,2137,1082],{},[35,2138,1081],{},[17,2140,1085],{},[17,2142,2143,1093],{},[21,2144,1092],{"href":1090,"rel":2145},[461],[17,2147,1096],{},[427,2149,485,2151],{"className":2150},[482,483,484],[57,2152],{"src":1102,"className":2153,"alt":1105},[1104],[12,2155,1109],{"id":1108},[17,2157,1112,2158,1117],{},[21,2159,1116],{"href":1115},[17,2161,1120,2162,1125],{},[21,2163,1124],{"href":1123},[17,2165,1128],{},[12,2167,1132],{"id":1131},[1134,2169],{},{"title":62,"searchDepth":63,"depth":63,"links":2171},[2172,2173,2178,2183,2188,2189,2190],{"id":424,"depth":63,"text":425},{"id":560,"depth":63,"text":541,"children":2174},[2175,2176,2177],{"id":567,"depth":1142,"text":568},{"id":603,"depth":1142,"text":604},{"id":669,"depth":1142,"text":670},{"id":757,"depth":63,"text":547,"children":2179},[2180,2181,2182],{"id":763,"depth":1142,"text":764},{"id":816,"depth":1142,"text":817},{"id":858,"depth":1142,"text":670},{"id":907,"depth":63,"text":553,"children":2184},[2185,2186,2187],{"id":913,"depth":1142,"text":914},{"id":943,"depth":1142,"text":944},{"id":977,"depth":1142,"text":670},{"id":1028,"depth":63,"text":1029},{"id":1108,"depth":63,"text":1109},{"id":1131,"depth":63,"text":1132},{},[1164],{"title":129,"description":1159},[1168,1169,1170,503,1171,1172,517],[],{"id":2197,"title":109,"author":7,"body":2198,"bookAuthor":80,"canonicalUrl":2345,"contentType":110,"description":2346,"draft":71,"extension":72,"featured":71,"image":2347,"imageAlt":80,"meta":2348,"navigation":76,"path":108,"publishedAt":2349,"relatedWriting":2350,"runtime":2351,"seo":2352,"socialImage":80,"startHere":76,"stem":2353,"tags":2354,"topics":2357,"updatedAt":2349,"__hash__":2358},"posts\u002Fcontent\u002Fbehind-the-product-podcast.md",{"type":9,"value":2199,"toc":2342},[2200,2233,2262,2266,2269],[17,2201,2202,2203,2208,2209,2214,2215,2220,2221,2226,2227,2232],{},"One of our key software partners, ",[21,2204,2207],{"href":2205,"rel":2206},"https:\u002F\u002Fwww.sep.com\u002F",[461],"SEP",", recently invited me to be a guest on their podcast, ",[21,2210,2213],{"href":2211,"rel":2212},"https:\u002F\u002Fsep.com\u002Fpodcast\u002Fjosh-haines-digital\u002F",[461],"Behind the Product",". I had a great time discussing my career, digital transformation, and the Rolls-Royce Software Factory. You can listen to the episode at the link above, in the embedded player(s) below, or on your favorite podcast platform (",[21,2216,2219],{"href":2217,"rel":2218},"https:\u002F\u002Fpodcasts.apple.com\u002Fus\u002Fpodcast\u002Fjosh-haines-finding-success-with-digital-transformation\u002Fid1523096153?i=1000641411288",[461],"Apple",", ",[21,2222,2225],{"href":2223,"rel":2224},"https:\u002F\u002Fopen.spotify.com\u002Fepisode\u002F0obXrEAwmG1V78g7XL0rmx",[461],"Spotify",", or ",[21,2228,2231],{"href":2229,"rel":2230},"https:\u002F\u002Fpodcasts.google.com\u002Ffeed\u002FaHR0cHM6Ly9mZWVkcy5jYXN0ZWQudXMvNjIvQmVoaW5kLVRoZS1Qcm9kdWN0LWE2ZjE4Zjk2L2ZlZWQ\u002Fepisode\u002FZGQ1MzFhYzktZDI1NS00ZTYzLWE4NWMtODliNDM0NjQ5ZmU1?sa=X&ved=0CAUQkfYCahcKEwjYuLuOptiDAxUAAAAAHQAAAAAQBA&hl=en",[461],"Google",")",[427,2234,485,2240,485,2255],{"className":2235},[2236,482,2237,2238,2239],"my-24","flex-col","items-center","gap-y-12",[2241,2242],"iframe",{"allow":2243,"frameBorder":2244,"height":2245,"style":2246,"sandbox":2247,"src":2254},"autoplay *; encrypted-media *; fullscreen *; clipboard-write","0",175,"width:100%;max-width:660px;overflow:hidden;border-radius:10px;border-color:#B2B2B2;border-style:solid;border-width:1px;",[2248,2249,2250,2251,2252,2253],"allow-forms","allow-popups","allow-same-origin","allow-scripts","allow-storage-access-by-user-activation","allow-top-navigation-by-user-activation","https:\u002F\u002Fembed.podcasts.apple.com\u002Fus\u002Fpodcast\u002Fjosh-haines-finding-success-with-digital-transformation\u002Fid1523096153?i=1000641411288",[2241,2256],{"allow":2257,"frameBorder":2244,"height":2258,"style":2259,"src":2260,"allowFullScreen":76,"loading":2261},"autoplay; clipboard-write; encrypted-media; fullscreen; picture-in-picture",152,"border-radius:12px;width:100%;max-width:660px;","https:\u002F\u002Fopen.spotify.com\u002Fembed\u002Fepisode\u002F0obXrEAwmG1V78g7XL0rmx?utm_source=generator","lazy",[12,2263,2265],{"id":2264},"highlights","Highlights",[17,2267,2268],{},"I've put together a few highlights with timestamps below in case it's helpful:",[535,2270,2271,2280,2283,2286,2289,2295,2302,2305,2308,2314,2339],{},[454,2272,2273,2274,2279],{},"5:10 - Hobbies, ",[21,2275,2278],{"href":2276,"rel":2277},"https:\u002F\u002Fwww.shiatsusociety.org\u002Ffinding-business-purpose-and-fulfillment-applying-the-ikigai-framework",[461],"Ikigai"," Framework, Early days",[454,2281,2282],{},"6:15 - Software Factory Origin Story",[454,2284,2285],{},"15:07 - Citizen Developer Model",[454,2287,2288],{},"16:27 - New Approval Process",[454,2290,2291,2292],{},"18:15 - Software Factory's Pull vs. Push model \u002F ",[35,2293,2294],{},"Learn to Fly",[454,2296,2297,2298,2301],{},"22:42 - Software Factory's ",[35,2299,2300],{},"Be A Copilot"," model",[454,2303,2304],{},"25:40 - Catalyst Platform",[454,2306,2307],{},"27:55 - Organizational Influence",[454,2309,2310,2311],{},"31:28 - ",[21,2312,2313],{"href":993},"Managing Bureaucracy",[454,2315,2316,2317],{},"39:18 - Advice for others\n",[535,2318,2319,2322,2329,2336],{},[454,2320,2321],{},"39:18 - hold the vision",[454,2323,2324,2325,2328],{},"39:39 - ",[35,2326,2327],{},"doin`"," culture",[454,2330,2331,2332],{},"40:38 - ",[21,2333,2335],{"href":2334},"\u002Fblog\u002Fbook-shelf\u002Fvalue-flywheel-effect","value flywheel",[454,2337,2338],{},"41:08 - making mistakes",[454,2340,2341],{},"43:20 - Scaling & Future Plans",{"title":62,"searchDepth":63,"depth":63,"links":2343},[2344],{"id":2264,"depth":63,"text":2265},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbehind-the-product-podcast","I was recently a guest on the Behind the Product podcast. We discussed my career, digital transformation, and the Rolls-Royce Software Factory.\n","\u002Fstatic\u002Fimages\u002Fpodcast.png",{},"2024-05-17",[],"45 min listen",{"title":109,"description":2346},"content\u002Fbehind-the-product-podcast",[1168,110,2355,2356],"digital transformation","software factory",[],"bPRJUt14Gcm9vnGjceraapF69pMU5TWnx2bveJ_kO5s",{"id":2360,"title":339,"author":7,"body":2361,"bookAuthor":80,"canonicalUrl":2650,"contentType":130,"description":2651,"draft":71,"extension":72,"featured":71,"image":2652,"imageAlt":80,"meta":2653,"navigation":76,"path":338,"publishedAt":2654,"relatedWriting":2655,"runtime":80,"seo":2657,"socialImage":80,"startHere":76,"stem":2658,"tags":2659,"topics":2660,"updatedAt":2654,"__hash__":2661},"posts\u002Fcontent\u002Fsubmarines-keynote.md",{"type":9,"value":2362,"toc":2642},[2363,2365,2372,2375,2406,2410,2419,2422,2445,2449,2457,2476,2480,2488,2491,2509,2523,2527,2535,2552,2592,2596,2604,2613,2620,2632,2639],[12,2364,15],{"id":14},[17,2366,2367,2368,2371],{},"I was recently asked to give a keynote speech at the Rolls-Royce Submarines Developer Conference in February 2025 which took place in Derby, UK. The talk was titled: ",[501,2369,2370],{},"Unlocking Innovation: Enterprise Software and Culture",". The post below contains some sanitized details of the talk for both attendees to reference and others to learn from.",[17,2373,2374],{},"The talk was broken down into five main sections outlined below. Each section had an image \u002F icon associated with the topic and was displayed on the slides and which were handed out as stickers after the conference.",[427,2376,2379,2389],{"className":2377,"dir":432},[430,2378],"markdown-alert-important",[17,2380,2382,2388],{"className":2381,"dir":432},[436],[438,2383,2385],{"ariaHidden":440,"className":2384,"height":443,"viewBox":444,"width":443},[442],[446,2386],{"d":2387},"M0 1.75C0 .784.784 0 1.75 0h12.5C15.216 0 16 .784 16 1.75v9.5A1.75 1.75 0 0 1 14.25 13H8.06l-2.573 2.573A1.458 1.458 0 0 1 3 14.543V13H1.75A1.75 1.75 0 0 1 0 11.25Zm1.75-.25a.25.25 0 0 0-.25.25v9.5c0 .138.112.25.25.25h2a.75.75 0 0 1 .75.75v2.19l2.72-2.72a.749.749 0 0 1 .53-.22h6.5a.25.25 0 0 0 .25-.25v-9.5a.25.25 0 0 0-.25-.25Zm7 2.25v2.5a.75.75 0 0 1-1.5 0v-2.5a.75.75 0 0 1 1.5 0ZM9 9a1 1 0 1 1-2 0 1 1 0 0 1 2 0Z","IMPORTANT",[17,2390,2391,2392,2396,2397,2402,2403,469],{},"I need to take a minute to thank ",[21,2393,462],{"href":2394,"rel":2395},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fjustin-johnson-psm-84b908132\u002F",[461]," from ",[21,2398,2401],{"href":2399,"rel":2400},"https:\u002F\u002Fdevelopertown.com\u002F",[461],"DeveloperTown"," for his help with the slide deck and these images. He's an amazing designer and ",[21,2404,468],{"href":466,"rel":2405},[461],[12,2407,2409],{"id":2408},"_01-psychological-safety","01 - Psychological Safety",[427,2411,485,2413],{"className":2412},[482,483,484],[57,2414],{"src":2415,"className":2416,"alt":2418},"\u002Fstatic\u002Fimages\u002Fstamp1.png",[2417],"w-1\u002F4","psychological safety stamp",[17,2420,2421],{},"Psychological Safety was the first topic because it is, in my mind, the single most important aspect of a high-performing team. Without it, you can't have trust, and without trust, you can't have a high-performing team. It's the foundation of everything else we'll talk about today. I discussed this topic by referencing three books as I often do. These books are:",[451,2423,2424,2431,2439],{},[454,2425,2426,2428,2429,690],{},[21,2427,1350],{"href":589}," by ",[35,2430,148],{},[454,2432,2433,2428,2435,2438],{},[21,2434,192],{"href":700},[35,2436,2437],{},"Amy Edmondson",": This book is a deep dive into how to implement psychological safety in your team or organization. I've implemented many of the practices in this book and have seen great results.",[454,2440,2441,2428,2443,708],{},[21,2442,707],{"href":706},[35,2444,2437],{},[12,2446,2448],{"id":2447},"_02-bureaucracy","02 - Bureaucracy",[427,2450,485,2452],{"className":2451},[482,483,484],[57,2453],{"src":2454,"className":2455,"alt":2456},"\u002Fstatic\u002Fimages\u002Fstamp2.png",[2417],"bureaucracy stamp",[17,2458,2459,2460,2463,2464,2468,2469,2471,2472,2475],{},"Bureaucracy was the second topic because it's the single biggest killer of innovation in an organization. It's the enemy of agility and speed. I discussed similar things here as I did in my ",[21,2461,110],{"href":2462},"\u002Fwriting\u002Fbehind-the-product-podcast"," and in my ",[21,2465,2467],{"href":2466},"\u002Fblog\u002Fcalvium-interview","Calvium interview",". I referenced the book ",[21,2470,161],{"href":993}," by Mark Schwartz which is seminal on this topic. We talked about methods to work through the bureaucracy, why it exists, and some ",[35,2473,2474],{},"outside-the-box"," ways to deal with it.",[12,2477,2479],{"id":2478},"_03-special-unicorn","03 - Special Unicorn",[427,2481,485,2483],{"className":2482},[482,483,484],[57,2484],{"src":2485,"className":2486,"alt":2487},"\u002Fstatic\u002Fimages\u002Fstamp3.png",[2417],"special unicorn stamp",[17,2489,2490],{},"The third topic was all about how it is common in a company to feel like our problems are special and unique. This leads to people trying to invent totally new ways to do things when there are already proven methods out there. I mentioned that we should be using technologies that are neither unique, nor cutting edge.",[17,2492,2493,2494,25,2499,2504,2505,2508],{},"Projects and technologies which are well established within organizations like the ",[21,2495,2498],{"href":2496,"rel":2497},"https:\u002F\u002Fwww.cncf.io\u002F",[461],"Cloud Native Computing Foundation",[21,2500,2503],{"href":2501,"rel":2502},"https:\u002F\u002Fwww.linuxfoundation.org\u002F",[461],"The Linux Foundation"," are solid candidates. It would also be a good idea to pick topics that someone can learn by watching YouTube videos, attending bootcamps, or with health communities and documentation. If we are heading in a special ",[35,2506,2507],{},"company specific"," direction, it's likely the wrong choice.",[17,2510,2511,2512,25,2515,2518,2519,2522],{},"I referenced the book ",[21,2513,286],{"href":2514},"\u002Fblog\u002Fbook-shelf\u002Fphoenix-project",[21,2516,380],{"href":2517},"\u002Fblog\u002Fbook-shelf\u002Funicorn-project"," by Gene Kim which are great books on this topic. I also referenced the book ",[21,2520,93],{"href":2521},"\u002Fblog\u002Fbook-shelf\u002Faccelerate"," by Nicole Forsgren, Jez Humble, and Gene Kim which really set a strong direction on DevOps as a process for achieving higher software delivery performance.",[12,2524,2526],{"id":2525},"_04-sacred-cows","04 - Sacred Cows",[427,2528,485,2530],{"className":2529},[482,483,484],[57,2531],{"src":2532,"className":2533,"alt":2534},"\u002Fstatic\u002Fimages\u002Fstamp4.png",[2417],"sacred cows agile stamp",[17,2536,2537,2538,2541,2542,2545,2546,2541,2549,2551],{},"The fourth topic was a chance to take out a few sacred cows of the industry around the difference of both ",[35,2539,2540],{},"Agile"," vs. ",[35,2543,2544],{},"Waterfall"," and moreso ",[35,2547,2548],{},"agile",[35,2550,2540],{},". I discussed this through three main points:",[451,2553,2554,2566,2583],{},[454,2555,2556,2559,2560,2562,2563,2565],{},[501,2557,2558],{},"agile should be an adjective, not a noun",": I discussed how ",[35,2561,2548],{}," is an adjective about the way you work, not something to do. It shouldn't be the task, it should be a way to achieve your tasks. Formal ",[35,2564,2540],{}," methods like Scrum can be useful, but they contain very specific solutions to solve very specific (and difficult) problems. If you aren't in charge of keeping 8-10 highly paid engineers busy on an ongoing basis, you probably don't need Scrum.",[454,2567,2568,2571,2572,2575,2576,2578,2579,2582],{},[501,2569,2570],{},"Let the Problem Drive the Solution",": I talked about how the problem you are trying to solve should drive the solution. There are plenty of problems around our business where a ",[35,2573,2574],{},"waterfall"," process is completely appropriate. I would argue we have very few places where formal ",[35,2577,2540],{}," methods are appropriate. Our company just isn't organized that way. That said, there are plenty of places where we can take some of the good learning and ideas from ",[35,2580,2581],{},"agile methods"," and apply them to our work.",[454,2584,2585,2588,2589,2591],{},[501,2586,2587],{},"Use Your Brain",": This may sound obvious, but we have an enormous number of talented colleagues and friends in this company. If we take a little time to think about a solution without formal methodologies getting in the way, we'll often come up with something far more simple and elegant. Use ",[35,2590,2548],{}," as a tool towards better, faster, and cheaper solutions. Don't get stuck trying to shoehorn a formal methodology into a problem that doesn't need it.",[12,2593,2595],{"id":2594},"_05-partnership","05 - Partnership",[427,2597,485,2599],{"className":2598},[482,483,484],[57,2600],{"src":2601,"className":2602,"alt":2603},"\u002Fstatic\u002Fimages\u002Fstamp5.png",[2417],"partnership stamp",[17,2605,2606,2607,2612],{},"This last topic was all about working with our external partners and vendors. Big companies like ours can rarely handle everything we need without outside help. In the Software Factory team we pioneered a newer approach to working with our partners. We don't purchase software or even deliverables in our contracts, we simply purchase ",[35,2608,2609],{},[501,2610,2611],{},"time",". During that time, the vendor employees assigned to this project will join our team and we'll work together side-by-side to deliver on our goals. This model has been incredibly successful for us and I would encourage you to consider it in your own teams.",[17,2614,2615,2616,2619],{},"This model requires a mutual trust and respect between the organizations that rarely exists in the older ",[35,2617,2618],{},"contractor \u002F control"," model.",[535,2621,2622,2625],{},[454,2623,2624],{},"We must trust the vendor to deliver on their promises of focus, effort, and time. If something takes longer than they initially think, we have to trust that they were working hard to deliver and the delay is a normal delay that could happen to anyone.",[454,2626,2627,2628,2631],{},"The partner must trust that we will be fair with our expectations, timelines, and work projects. We need to account for onboarding, ramp-up time, and the inevitable ",[35,2629,2630],{},"learning curve"," that comes with any new project.",[17,2633,2634,2635,2638],{},"We call this our ",[35,2636,2637],{},"Burst Model"," where we can quickly burst one or more people onto our team to help deliver something in as short as a week or two.",[17,2640,2641],{},"I wish I could say I learned this in a book, but I didn't. This was a model which seemed obvious to me and from the first time we brought someone in to help with a project we used this model. Eventually, it became a standard working practice and it was only later I realized how strange this was across the rest of our business and other industries.",{"title":62,"searchDepth":63,"depth":63,"links":2643},[2644,2645,2646,2647,2648,2649],{"id":14,"depth":63,"text":15},{"id":2408,"depth":63,"text":2409},{"id":2447,"depth":63,"text":2448},{"id":2478,"depth":63,"text":2479},{"id":2525,"depth":63,"text":2526},{"id":2594,"depth":63,"text":2595},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fsubmarines-keynote","I was asked to give a keynote speech at the Rolls-Royce Submarines Developer Conference in February 2025. The post below contains some sanitized details of the talk for both attendees to reference and others to learn from.\n","\u002Fstatic\u002Fimages\u002FsubsTalk.png",{},"2025-02-04",[2656],"chemistry-of-innovation",{"title":339,"description":2651},"content\u002Fsubmarines-keynote",[1168,1169,503,1172,1170],[],"1xBDqQhbKKPxLXVdHtpH4IgzXTOHHlvlwbMw6qvTZxM",[2663,2701,2766,2847,2903,2962],{"id":5,"title":6,"author":7,"body":2664,"bookAuthor":67,"canonicalUrl":68,"contentType":69,"description":70,"draft":71,"extension":72,"featured":71,"image":73,"imageAlt":74,"meta":2696,"navigation":76,"path":77,"publishedAt":78,"relatedWriting":2697,"runtime":80,"seo":2698,"socialImage":60,"startHere":71,"stem":82,"tags":2699,"topics":2700,"updatedAt":78,"__hash__":89},{"type":9,"value":2665,"toc":2692},[2666,2668,2674,2678,2680,2682,2688],[12,2667,15],{"id":14},[17,2669,19,2670,25,2672,30],{},[21,2671,24],{"href":23},[21,2673,29],{"href":28},[17,2675,33,2676,38],{},[35,2677,37],{},[17,2679,41],{},[12,2681,45],{"id":44},[17,2683,48,2684,25,2686,53],{},[21,2685,24],{"href":23},[21,2687,29],{"href":28},[17,2689,2690],{},[57,2691],{"alt":59,"src":60},{"title":62,"searchDepth":63,"depth":63,"links":2693},[2694,2695],{"id":14,"depth":63,"text":15},{"id":44,"depth":63,"text":45},{},[],{"title":6,"description":70},[84,85,86,87],[],{"id":1215,"title":365,"author":7,"body":2702,"bookAuthor":366,"canonicalUrl":1300,"contentType":69,"description":1301,"draft":71,"extension":72,"featured":71,"image":1302,"imageAlt":1303,"meta":2761,"navigation":76,"path":364,"publishedAt":78,"relatedWriting":2762,"runtime":80,"seo":2763,"socialImage":1293,"startHere":71,"stem":1307,"tags":2764,"topics":2765,"updatedAt":78,"__hash__":1312},{"type":9,"value":2703,"toc":2755},[2704,2706,2708,2710,2712,2714,2716,2718,2720,2722,2726,2739,2741,2747,2749,2751],[12,2705,15],{"id":14},[17,2707,1222],{},[17,2709,1225],{},[17,2711,1228],{},[17,2713,1231],{},[12,2715,1235],{"id":1234},[17,2717,1238],{},[12,2719,1242],{"id":1241},[17,2721,1245],{},[17,2723,1248,2724,1252],{},[35,2725,1251],{},[427,2727,2729,2737],{"className":2728,"dir":432},[430,431],[17,2730,2732,449],{"className":2731,"dir":432},[436],[438,2733,2735],{"ariaHidden":440,"className":2734,"height":443,"viewBox":444,"width":443},[442],[446,2736],{"d":448},[17,2738,1266],{},[12,2740,1270],{"id":1269},[17,2742,1273,2743,1277,2745,1281],{},[35,2744,1276],{},[35,2746,1280],{},[17,2748,1284],{},[17,2750,1287],{},[17,2752,2753],{},[57,2754],{"alt":1292,"src":1293},{"title":62,"searchDepth":63,"depth":63,"links":2756},[2757,2758,2759,2760],{"id":14,"depth":63,"text":15},{"id":1234,"depth":63,"text":1235},{"id":1241,"depth":63,"text":1242},{"id":1269,"depth":63,"text":1270},{},[],{"title":365,"description":1301},[84,1309,1310],[],{"id":1314,"title":24,"author":7,"body":2767,"bookAuthor":67,"canonicalUrl":1426,"contentType":69,"description":1427,"draft":71,"extension":72,"featured":71,"image":1428,"imageAlt":1429,"meta":2842,"navigation":76,"path":23,"publishedAt":1431,"relatedWriting":2843,"runtime":80,"seo":2844,"socialImage":1386,"startHere":71,"stem":1434,"tags":2845,"topics":2846,"updatedAt":1431,"__hash__":1437},{"type":9,"value":2768,"toc":2836},[2769,2771,2775,2779,2787,2793,2801,2803,2807,2811,2815,2817,2819,2823,2830,2832,2834],[12,2770,1320],{"id":1319},[570,2772,2773],{},[17,2774,1325],{},[17,2776,1328,2777,1331],{},[21,2778,298],{"href":297},[17,2780,1334,2781,1337,2783,1341,2785,964],{},[21,2782,365],{"href":364},[35,2784,1340],{},[35,2786,1344],{},[17,2788,1347,2789,1351,2791,1355],{},[21,2790,1350],{"href":146},[21,2792,1354],{"href":191},[535,2794,2795,2797,2799],{},[454,2796,1360],{},[454,2798,1363],{},[454,2800,1366],{},[12,2802,728],{"id":1369},[17,2804,1372,2805,1375],{},[35,2806,728],{},[570,2808,2809],{},[17,2810,1380],{},[17,2812,2813],{},[57,2814],{"alt":1385,"src":1386},[17,2816,1389],{},[12,2818,1393],{"id":1392},[17,2820,1396,2821,1400],{},[35,2822,1399],{},[17,2824,2825],{},[21,2826,2828],{"href":1405,"rel":2827},[461],[57,2829],{"alt":1393,"src":1409},[12,2831,1413],{"id":1412},[17,2833,1416],{},[17,2835,1419],{},{"title":62,"searchDepth":63,"depth":63,"links":2837},[2838,2839,2840,2841],{"id":1319,"depth":63,"text":1320},{"id":1369,"depth":63,"text":728},{"id":1392,"depth":63,"text":1393},{"id":1412,"depth":63,"text":1413},{},[],{"title":24,"description":1427},[84,1172,86],[],{"id":1439,"title":29,"author":7,"body":2848,"bookAuthor":67,"canonicalUrl":1511,"contentType":69,"description":1512,"draft":71,"extension":72,"featured":71,"image":1513,"imageAlt":1514,"meta":2898,"navigation":76,"path":28,"publishedAt":1516,"relatedWriting":2899,"runtime":80,"seo":2900,"socialImage":1485,"startHere":71,"stem":1519,"tags":2901,"topics":2902,"updatedAt":1516,"__hash__":1523},{"type":9,"value":2849,"toc":2892},[2850,2858,2860,2862,2864,2874,2876,2880,2882,2884,2886,2888,2890],[17,2851,1444,2852,1447,2854,25,2856,1452],{},[35,2853,29],{},[21,2855,24],{"href":23},[21,2857,6],{"href":77},[17,2859,1455],{},[12,2861,1459],{"id":1458},[17,2863,1462],{},[535,2865,2866,2868,2872],{},[454,2867,1467],{},[454,2869,1470,2870,1473],{},[35,2871,24],{},[454,2873,1476],{},[17,2875,1479],{},[17,2877,2878],{},[57,2879],{"alt":1484,"src":1485},[12,2881,1489],{"id":1488},[17,2883,1492],{},[12,2885,1496],{"id":1495},[17,2887,1499],{},[12,2889,1413],{"id":1412},[17,2891,1504],{},{"title":62,"searchDepth":63,"depth":63,"links":2893},[2894,2895,2896,2897],{"id":1458,"depth":63,"text":1459},{"id":1488,"depth":63,"text":1489},{"id":1495,"depth":63,"text":1496},{"id":1412,"depth":63,"text":1413},{},[],{"title":29,"description":1512},[84,1172,1521,86],[],{"id":1525,"title":212,"author":7,"body":2904,"bookAuthor":213,"canonicalUrl":1609,"contentType":69,"description":1610,"draft":71,"extension":72,"featured":71,"image":1611,"imageAlt":1612,"meta":2957,"navigation":76,"path":211,"publishedAt":1614,"relatedWriting":2958,"runtime":80,"seo":2959,"socialImage":1601,"startHere":71,"stem":1617,"tags":2960,"topics":2961,"updatedAt":1614,"__hash__":1621},{"type":9,"value":2905,"toc":2950},[2906,2908,2912,2914,2916,2922,2926,2928,2930,2932,2934,2936,2940,2942,2944,2946],[12,2907,15],{"id":14},[17,2909,1532,2910,1536],{},[35,2911,1535],{},[17,2913,1539],{},[12,2915,1543],{"id":1542},[17,2917,1546,2918,1550,2920,1554],{},[35,2919,1549],{},[35,2921,1553],{},[17,2923,1557,2924,1561],{},[35,2925,1560],{},[12,2927,1565],{"id":1564},[17,2929,1568],{},[17,2931,1571],{},[17,2933,1574],{},[12,2935,1578],{"id":1577},[17,2937,1581,2938,1585],{},[35,2939,1584],{},[17,2941,1588],{},[12,2943,1592],{"id":1591},[17,2945,1595],{},[17,2947,2948],{},[57,2949],{"alt":1600,"src":1601},{"title":62,"searchDepth":63,"depth":63,"links":2951},[2952,2953,2954,2955,2956],{"id":14,"depth":63,"text":15},{"id":1542,"depth":63,"text":1543},{"id":1564,"depth":63,"text":1565},{"id":1577,"depth":63,"text":1578},{"id":1591,"depth":63,"text":1592},{},[],{"title":212,"description":1610},[84,1309,1619],[],{"id":1623,"title":208,"author":7,"body":2963,"bookAuthor":209,"canonicalUrl":1703,"contentType":69,"description":1704,"draft":71,"extension":72,"featured":71,"image":1705,"imageAlt":1706,"meta":3017,"navigation":76,"path":207,"publishedAt":1708,"relatedWriting":3018,"runtime":80,"seo":3019,"socialImage":1662,"startHere":71,"stem":1711,"tags":3020,"topics":3021,"updatedAt":1708,"__hash__":1714},{"type":9,"value":2964,"toc":3008},[2965,2967,2969,2971,2973,2975,2980,2982,2984,2988,2990,2992,2994,2996,2998,3000,3002,3004,3006],[12,2966,15],{"id":14},[17,2968,1630],{},[12,2970,1634],{"id":1633},[17,2972,1637],{},[565,2974,1641],{"id":1640},[17,2976,1644,2977,1650],{},[21,2978,1649],{"href":1647,"rel":2979},[461],[17,2981,1653],{},[17,2983,1656],{},[17,2985,2986],{},[57,2987],{"alt":1661,"src":1662},[565,2989,1666],{"id":1665},[17,2991,1669],{},[17,2993,1672],{},[17,2995,1675],{},[565,2997,1679],{"id":1678},[17,2999,1682],{},[17,3001,1685],{},[17,3003,1688],{},[12,3005,1413],{"id":1412},[17,3007,1693],{},{"title":62,"searchDepth":63,"depth":63,"links":3009},[3010,3011,3016],{"id":14,"depth":63,"text":15},{"id":1633,"depth":63,"text":1634,"children":3012},[3013,3014,3015],{"id":1640,"depth":1142,"text":1641},{"id":1665,"depth":1142,"text":1666},{"id":1678,"depth":1142,"text":1679},{"id":1412,"depth":63,"text":1413},{},[],{"title":208,"description":1704},[84,1172,1309],[],[3023,3221,3308],{"id":2360,"title":339,"author":7,"body":3024,"bookAuthor":80,"canonicalUrl":2650,"contentType":130,"description":2651,"draft":71,"extension":72,"featured":71,"image":2652,"imageAlt":80,"meta":3216,"navigation":76,"path":338,"publishedAt":2654,"relatedWriting":3217,"runtime":80,"seo":3218,"socialImage":80,"startHere":76,"stem":2658,"tags":3219,"topics":3220,"updatedAt":2654,"__hash__":2661},{"type":9,"value":3025,"toc":3208},[3026,3028,3032,3034,3056,3058,3064,3066,3086,3088,3094,3104,3106,3112,3114,3124,3132,3134,3140,3150,3176,3178,3184,3190,3194,3202,3206],[12,3027,15],{"id":14},[17,3029,2367,3030,2371],{},[501,3031,2370],{},[17,3033,2374],{},[427,3035,3037,3045],{"className":3036,"dir":432},[430,2378],[17,3038,3040,2388],{"className":3039,"dir":432},[436],[438,3041,3043],{"ariaHidden":440,"className":3042,"height":443,"viewBox":444,"width":443},[442],[446,3044],{"d":2387},[17,3046,2391,3047,2396,3050,2402,3053,469],{},[21,3048,462],{"href":2394,"rel":3049},[461],[21,3051,2401],{"href":2399,"rel":3052},[461],[21,3054,468],{"href":466,"rel":3055},[461],[12,3057,2409],{"id":2408},[427,3059,485,3061],{"className":3060},[482,483,484],[57,3062],{"src":2415,"className":3063,"alt":2418},[2417],[17,3065,2421],{},[451,3067,3068,3074,3080],{},[454,3069,3070,2428,3072,690],{},[21,3071,1350],{"href":589},[35,3073,148],{},[454,3075,3076,2428,3078,2438],{},[21,3077,192],{"href":700},[35,3079,2437],{},[454,3081,3082,2428,3084,708],{},[21,3083,707],{"href":706},[35,3085,2437],{},[12,3087,2448],{"id":2447},[427,3089,485,3091],{"className":3090},[482,483,484],[57,3092],{"src":2454,"className":3093,"alt":2456},[2417],[17,3095,2459,3096,2463,3098,2468,3100,2471,3102,2475],{},[21,3097,110],{"href":2462},[21,3099,2467],{"href":2466},[21,3101,161],{"href":993},[35,3103,2474],{},[12,3105,2479],{"id":2478},[427,3107,485,3109],{"className":3108},[482,483,484],[57,3110],{"src":2485,"className":3111,"alt":2487},[2417],[17,3113,2490],{},[17,3115,2493,3116,25,3119,2504,3122,2508],{},[21,3117,2498],{"href":2496,"rel":3118},[461],[21,3120,2503],{"href":2501,"rel":3121},[461],[35,3123,2507],{},[17,3125,2511,3126,25,3128,2518,3130,2522],{},[21,3127,286],{"href":2514},[21,3129,380],{"href":2517},[21,3131,93],{"href":2521},[12,3133,2526],{"id":2525},[427,3135,485,3137],{"className":3136},[482,483,484],[57,3138],{"src":2532,"className":3139,"alt":2534},[2417],[17,3141,2537,3142,2541,3144,2545,3146,2541,3148,2551],{},[35,3143,2540],{},[35,3145,2544],{},[35,3147,2548],{},[35,3149,2540],{},[451,3151,3152,3160,3170],{},[454,3153,3154,2559,3156,2562,3158,2565],{},[501,3155,2558],{},[35,3157,2548],{},[35,3159,2540],{},[454,3161,3162,2571,3164,2575,3166,2578,3168,2582],{},[501,3163,2570],{},[35,3165,2574],{},[35,3167,2540],{},[35,3169,2581],{},[454,3171,3172,2588,3174,2591],{},[501,3173,2587],{},[35,3175,2548],{},[12,3177,2595],{"id":2594},[427,3179,485,3181],{"className":3180},[482,483,484],[57,3182],{"src":2601,"className":3183,"alt":2603},[2417],[17,3185,2606,3186,2612],{},[35,3187,3188],{},[501,3189,2611],{},[17,3191,2615,3192,2619],{},[35,3193,2618],{},[535,3195,3196,3198],{},[454,3197,2624],{},[454,3199,2627,3200,2631],{},[35,3201,2630],{},[17,3203,2634,3204,2638],{},[35,3205,2637],{},[17,3207,2641],{},{"title":62,"searchDepth":63,"depth":63,"links":3209},[3210,3211,3212,3213,3214,3215],{"id":14,"depth":63,"text":15},{"id":2408,"depth":63,"text":2409},{"id":2447,"depth":63,"text":2448},{"id":2478,"depth":63,"text":2479},{"id":2525,"depth":63,"text":2526},{"id":2594,"depth":63,"text":2595},{},[2656],{"title":339,"description":2651},[1168,1169,503,1172,1170],[],{"id":2197,"title":109,"author":7,"body":3222,"bookAuthor":80,"canonicalUrl":2345,"contentType":110,"description":2346,"draft":71,"extension":72,"featured":71,"image":2347,"imageAlt":80,"meta":3303,"navigation":76,"path":108,"publishedAt":2349,"relatedWriting":3304,"runtime":2351,"seo":3305,"socialImage":80,"startHere":76,"stem":2353,"tags":3306,"topics":3307,"updatedAt":2349,"__hash__":2358},{"type":9,"value":3223,"toc":3300},[3224,3241,3249,3251,3253],[17,3225,2202,3226,2208,3229,2214,3232,2220,3235,2226,3238,2232],{},[21,3227,2207],{"href":2205,"rel":3228},[461],[21,3230,2213],{"href":2211,"rel":3231},[461],[21,3233,2219],{"href":2217,"rel":3234},[461],[21,3236,2225],{"href":2223,"rel":3237},[461],[21,3239,2231],{"href":2229,"rel":3240},[461],[427,3242,485,3244,485,3247],{"className":3243},[2236,482,2237,2238,2239],[2241,3245],{"allow":2243,"frameBorder":2244,"height":2245,"style":2246,"sandbox":3246,"src":2254},[2248,2249,2250,2251,2252,2253],[2241,3248],{"allow":2257,"frameBorder":2244,"height":2258,"style":2259,"src":2260,"allowFullScreen":76,"loading":2261},[12,3250,2265],{"id":2264},[17,3252,2268],{},[535,3254,3255,3260,3262,3264,3266,3270,3274,3276,3278,3282,3298],{},[454,3256,2273,3257,2279],{},[21,3258,2278],{"href":2276,"rel":3259},[461],[454,3261,2282],{},[454,3263,2285],{},[454,3265,2288],{},[454,3267,2291,3268],{},[35,3269,2294],{},[454,3271,2297,3272,2301],{},[35,3273,2300],{},[454,3275,2304],{},[454,3277,2307],{},[454,3279,2310,3280],{},[21,3281,2313],{"href":993},[454,3283,2316,3284],{},[535,3285,3286,3288,3292,3296],{},[454,3287,2321],{},[454,3289,2324,3290,2328],{},[35,3291,2327],{},[454,3293,2331,3294],{},[21,3295,2335],{"href":2334},[454,3297,2338],{},[454,3299,2341],{},{"title":62,"searchDepth":63,"depth":63,"links":3301},[3302],{"id":2264,"depth":63,"text":2265},{},[],{"title":109,"description":2346},[1168,110,2355,2356],[],{"id":416,"title":129,"author":7,"body":3309,"bookAuthor":80,"canonicalUrl":1158,"contentType":130,"description":1159,"draft":71,"extension":72,"featured":76,"image":1160,"imageAlt":80,"meta":3783,"navigation":76,"path":128,"publishedAt":1162,"relatedWriting":3784,"runtime":80,"seo":3785,"socialImage":80,"startHere":76,"stem":1166,"tags":3786,"topics":3787,"updatedAt":1162,"__hash__":1174},{"type":9,"value":3310,"toc":3762},[3311,3313,3315,3341,3347,3349,3363,3365,3367,3369,3373,3387,3389,3391,3393,3395,3399,3405,3409,3411,3415,3417,3421,3427,3429,3431,3433,3435,3437,3439,3441,3455,3457,3459,3461,3463,3469,3511,3513,3515,3517,3519,3521,3523,3527,3533,3535,3543,3545,3549,3551,3555,3557,3559,3563,3569,3573,3575,3585,3587,3593,3615,3617,3619,3621,3623,3627,3633,3637,3639,3641,3643,3647,3653,3657,3659,3663,3665,3671,3693,3695,3697,3703,3711,3713,3715,3717,3725,3727,3731,3733,3738,3740,3746,3748,3752,3756,3758,3760],[17,3312,421],{},[12,3314,425],{"id":424},[427,3316,3318,3326],{"className":3317,"dir":432},[430,431],[17,3319,3321,449],{"className":3320,"dir":432},[436],[438,3322,3324],{"ariaHidden":440,"className":3323,"height":443,"viewBox":444,"width":443},[442],[446,3325],{"d":448},[451,3327,3328,3336],{},[454,3329,456,3330,463,3333,469],{},[21,3331,462],{"href":459,"rel":3332},[461],[21,3334,468],{"href":466,"rel":3335},[461],[454,3337,472,3338,478],{},[21,3339,477],{"href":475,"rel":3340},[461],[427,3342,485,3344],{"className":3343},[482,483,484],[57,3345],{"src":488,"className":3346,"alt":491},[490],[17,3348,494],{},[451,3350,3351,3355,3359],{},[454,3352,499,3353,504],{},[501,3354,503],{},[454,3356,507,3357,511],{},[501,3358,510],{},[454,3360,514,3361,518],{},[501,3362,517],{},[17,3364,521],{},[17,3366,524],{},[17,3368,527],{},[17,3370,530,3371,533],{},[35,3372,129],{},[535,3374,3375,3379,3383],{},[454,3376,3377,542],{},[501,3378,541],{},[454,3380,3381,548],{},[501,3382,547],{},[454,3384,3385,554],{},[501,3386,553],{},[17,3388,557],{},[12,3390,541],{"id":560},[17,3392,563],{},[565,3394,568],{"id":567},[570,3396,3397],{},[17,3398,574],{},[427,3400,485,3402],{"className":3401},[482,483,484],[57,3403],{"src":580,"className":3404,"alt":583},[582],[17,3406,586,3407,590],{},[21,3408,147],{"href":589},[17,3410,593],{},[17,3412,596,3413,600],{},[35,3414,599],{},[565,3416,604],{"id":603},[570,3418,3419],{},[17,3420,609],{},[427,3422,485,3424],{"className":3423},[482,483,484],[57,3425],{"src":615,"className":3426,"alt":617},[582],[17,3428,620],{},[17,3430,623],{},[17,3432,626],{},[17,3434,629],{},[17,3436,632],{},[17,3438,635],{},[17,3440,638],{},[451,3442,3443,3445,3447,3451],{},[454,3444,643],{},[454,3446,646],{},[454,3448,649,3449,653],{},[35,3450,652],{},[454,3452,656,3453,660],{},[35,3454,659],{},[17,3456,663],{},[17,3458,666],{},[565,3460,670],{"id":669},[17,3462,673],{},[427,3464,485,3466],{"className":3465},[482,483,484],[57,3467],{"src":679,"className":3468,"alt":682},[681],[535,3470,3471,3475,3487,3507],{},[454,3472,687,3473,690],{},[21,3474,147],{"href":589},[454,3476,693,3477],{},[535,3478,3479,3483],{},[454,3480,3481,701],{},[21,3482,192],{"href":700},[454,3484,3485,708],{},[21,3486,707],{"href":706},[454,3488,711,3489],{},[535,3490,3491,3495,3501],{},[454,3492,3493,719],{},[21,3494,6],{"href":718},[454,3496,3497,725,3499,729],{},[21,3498,24],{"href":724},[35,3500,728],{},[454,3502,3503,735,3505,738],{},[21,3504,29],{"href":734},[35,3506,24],{},[454,3508,741,3509,745],{},[21,3510,298],{"href":744},[17,3512,748],{},[17,3514,751],{},[17,3516,754],{},[12,3518,547],{"id":757},[17,3520,760],{},[565,3522,764],{"id":763},[570,3524,3525],{},[17,3526,769],{},[427,3528,485,3530],{"className":3529},[482,483,484],[57,3531],{"src":775,"className":3532,"alt":777},[582],[17,3534,780],{},[535,3536,3537,3539,3541],{},[454,3538,785],{},[454,3540,788],{},[454,3542,791],{},[17,3544,794],{},[17,3546,3547,800],{},[35,3548,799],{},[17,3550,803],{},[17,3552,806,3553,810],{},[35,3554,809],{},[17,3556,813],{},[565,3558,817],{"id":816},[570,3560,3561],{},[17,3562,822],{},[427,3564,485,3566],{"className":3565},[482,483,484],[57,3567],{"src":828,"className":3568,"alt":830},[582],[17,3570,833,3571,836],{},[35,3572,822],{},[17,3574,839],{},[17,3576,842,3577,849,3581,855],{},[21,3578,3579],{"href":845},[35,3580,848],{},[21,3582,3583],{"href":852},[35,3584,220],{},[565,3586,670],{"id":858},[427,3588,485,3590],{"className":3589},[482,483,484],[57,3591],{"src":864,"className":3592,"alt":866},[681],[535,3594,3595,3599,3603,3607,3611],{},[454,3596,871,3597,875],{},[21,3598,258],{"href":874},[454,3600,878,3601,881],{},[21,3602,157],{"href":845},[454,3604,884,3605,887],{},[21,3606,220],{"href":852},[454,3608,890,3609,894],{},[21,3610,361],{"href":893},[454,3612,897,3613,901],{},[21,3614,357],{"href":900},[17,3616,904],{},[12,3618,553],{"id":907},[17,3620,910],{},[565,3622,914],{"id":913},[570,3624,3625],{},[17,3626,919],{},[427,3628,485,3630],{"className":3629},[482,483,484],[57,3631],{"src":925,"className":3632,"alt":927},[582],[17,3634,930,3635,934],{},[21,3636,302],{"href":933},[17,3638,937],{},[17,3640,940],{},[565,3642,944],{"id":943},[570,3644,3645],{},[17,3646,949],{},[427,3648,485,3650],{"className":3649},[482,483,484],[57,3651],{"src":955,"className":3652,"alt":957},[582],[17,3654,960,3655,964],{},[35,3656,963],{},[17,3658,967],{},[17,3660,970,3661,974],{},[35,3662,973],{},[565,3664,670],{"id":977},[427,3666,485,3668],{"className":3667},[482,483,484],[57,3669],{"src":983,"className":3670,"alt":985},[681],[535,3672,3673,3677,3681,3685,3689],{},[454,3674,990,3675,995],{},[21,3676,994],{"href":993},[454,3678,998,3679,1002],{},[21,3680,294],{"href":1001},[454,3682,1005,3683,1008],{},[21,3684,302],{"href":933},[454,3686,1011,3687,1015],{},[21,3688,398],{"href":1014},[454,3690,1018,3691,1022],{},[21,3692,266],{"href":1021},[17,3694,1025],{},[12,3696,1029],{"id":1028},[427,3698,485,3700],{"className":3699},[482,483,484],[57,3701],{"src":1035,"className":3702,"alt":1037},[582],[17,3704,1040,3705,1044,3707,1048,3709,1052],{},[35,3706,1043],{},[35,3708,1047],{},[35,3710,1051],{},[17,3712,1055],{},[17,3714,1058],{},[17,3716,1061],{},[535,3718,3719,3721,3723],{},[454,3720,1066],{},[454,3722,1069],{},[454,3724,1072],{},[17,3726,1075],{},[17,3728,1078,3729,1082],{},[35,3730,1081],{},[17,3732,1085],{},[17,3734,3735,1093],{},[21,3736,1092],{"href":1090,"rel":3737},[461],[17,3739,1096],{},[427,3741,485,3743],{"className":3742},[482,483,484],[57,3744],{"src":1102,"className":3745,"alt":1105},[1104],[12,3747,1109],{"id":1108},[17,3749,1112,3750,1117],{},[21,3751,1116],{"href":1115},[17,3753,1120,3754,1125],{},[21,3755,1124],{"href":1123},[17,3757,1128],{},[12,3759,1132],{"id":1131},[1134,3761],{},{"title":62,"searchDepth":63,"depth":63,"links":3763},[3764,3765,3770,3775,3780,3781,3782],{"id":424,"depth":63,"text":425},{"id":560,"depth":63,"text":541,"children":3766},[3767,3768,3769],{"id":567,"depth":1142,"text":568},{"id":603,"depth":1142,"text":604},{"id":669,"depth":1142,"text":670},{"id":757,"depth":63,"text":547,"children":3771},[3772,3773,3774],{"id":763,"depth":1142,"text":764},{"id":816,"depth":1142,"text":817},{"id":858,"depth":1142,"text":670},{"id":907,"depth":63,"text":553,"children":3776},[3777,3778,3779],{"id":913,"depth":1142,"text":914},{"id":943,"depth":1142,"text":944},{"id":977,"depth":1142,"text":670},{"id":1028,"depth":63,"text":1029},{"id":1108,"depth":63,"text":1109},{"id":1131,"depth":63,"text":1132},{},[1164],{"title":129,"description":1159},[1168,1169,1170,503,1171,1172,517],[],{"id":3789,"title":3790,"avatar":3791,"body":3792,"company":3815,"description":3796,"discord":3816,"email":3817,"extension":72,"github":3818,"linkedin":3819,"meta":3820,"name":3821,"navigation":76,"occupation":3822,"path":3823,"seo":3824,"stem":3825,"x":3826,"__hash__":3827},"authors\u002Fauthors\u002Fjosh.md","Josh","\u002Fstatic\u002Fimages\u002Fjosh_headshot_crop.jpg",{"type":9,"value":3793,"toc":3813},[3794,3797,3800,3803,3806],[17,3795,3796],{},"I am a software engineering and platform transformation executive with 17+ years of experience leading modernization efforts inside complex and regulated industrial enterprises. My work centers on building scalable operating models for secure software delivery aligning engineering, governance, and business outcomes in environments where compliance, risk management, and global coordination are critical.",[17,3798,3799],{},"At Rolls-Royce, I founded and scaled a Software Factory that institutionalized a secure-by-design DevSecOps model across multiple divisions and geographies. What began as a startup-style initiative in a Defense accelerator evolved into an enterprise platform capability supporting 300+ developers and applications serving 20,000+ users across regulated cloud and high-assurance environments. I currently serve as Vice President of Digital Products and Head of Group Software Factory, responsible for engineering strategy, cross-division adoption, and delivery governance across global teams.",[17,3801,3802],{},"My background in engineering and manufacturing provides a systems-level perspective on digital transformation bridging operational realities with modern cloud-native delivery practices.",[17,3804,3805],{},"I live with my wife Chris and daughters Jenny and Nora. I hold a BS in Materials Engineering and an MS in Engineering from Purdue University.",[57,3807],{"alt":3808,"src":3809,"className":3810},"family","\u002Fstatic\u002Fimages\u002Ffamily3.jpg",[3811,1104,3812],"mx-auto","rounded-lg",{"title":62,"searchDepth":63,"depth":63,"links":3814},[],"Rolls-Royce Defense","https:\u002F\u002Fdiscord.com\u002Fusers\u002F611912877707886612","Josh@JoshHaines.com","https:\u002F\u002Fgithub.com\u002Fjdhaines","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002FJoshuaHaines",{},"Josh Haines","VP Digital Products","\u002Fauthors\u002Fjosh",{"description":3796},"authors\u002Fjosh","https:\u002F\u002Fx.com\u002Fjoshhaines","5E_2yMLPMYm-oc3-d4p2n9M0Qdu3qwRwFyD32DoL8A0",1785437861433]