Ritesh Maheshwari’s Post

I spent 12 years at Amazon in leadership, and I spent 12 years repeatedly fighting off efforts to measure (and improve) our engineer's efficiency. Here's my general view. If tech workers are doing measurable work, they're doing easy work. They're doing repetitious work. This work isn't the most valuable work, and you should minimize it when possible. If tech workers are adding huge value, such as inventing new things their company (or the world) hasn't seen, then their work is hard/impossible to measure. They can swag (guess), but not accurately predict their work. For more on why, read on in one of my more popular articles.

I spent 12 years at Amazon in leadership, and I spent 12 years repeatedly fighting off efforts to measure (and improve) our engineer's efficiency. Here's my general view. If tech workers are doing measurable work, they're doing easy work. They're doing repetitious work. This work isn't the most valuable work, and you should minimize it when possible. If tech workers are adding huge value, such as inventing new things their company (or the world) hasn't seen, then their work is hard/impossible to measure. They can swag (guess), but not accurately predict their work. For more on why, read on in one of my more popular articles.

I spent 12 years at Amazon in leadership, and I spent 12 years repeatedly fighting off efforts to measure (and improve) our engineer's efficiency. Here's my general view. If tech workers are doing measurable work, they're doing easy work. They're doing repetitious work. This work isn't the most valuable work, and you should minimize it when possible. If tech workers are adding huge value, such as inventing new things their company (or the world) hasn't seen, then their work is hard/impossible to measure. They can swag (guess), but not accurately predict their work. For more on why, read on in one of my more popular articles.

I spent 12 years at Amazon in leadership, and I spent 12 years repeatedly fighting off efforts to measure (and improve) our engineer's efficiency. Here's my general view. If tech workers are doing measurable work, they're doing easy work. They're doing repetitious work. This work isn't the most valuable work, and you should minimize it when possible. If tech workers are adding huge value, such as inventing new things their company (or the world) hasn't seen, then their work is hard/impossible to measure. They can swag (guess), but not accurately predict their work. For more on why, read on in one of my more popular articles.

I spent 12 years at Amazon in leadership, and I spent 12 years repeatedly fighting off efforts to measure (and improve) our engineer's efficiency. Here's my general view. If tech workers are doing measurable work, they're doing easy work. They're doing repetitious work. This work isn't the most valuable work, and you should minimize it when possible. If tech workers are adding huge value, such as inventing new things their company (or the world) hasn't seen, then their work is hard/impossible to measure. They can swag (guess), but not accurately predict their work. For more on why, read on in one of my more popular articles.

I spent 12 years at Amazon in leadership, and I spent 12 years repeatedly fighting off efforts to measure (and improve) our engineer's efficiency. Here's my general view. If tech workers are doing measurable work, they're doing easy work. They're doing repetitious work. This work isn't the most valuable work, and you should minimize it when possible. If tech workers are adding huge value, such as inventing new things their company (or the world) hasn't seen, then their work is hard/impossible to measure. They can swag (guess), but not accurately predict their work. For more on why, read on in one of my more popular articles.

I spent 12 years at Amazon in leadership, and I spent 12 years repeatedly fighting off efforts to measure (and improve) our engineer's efficiency. Here's my general view. If tech workers are doing measurable work, they're doing easy work. They're doing repetitious work. This work isn't the most valuable work, and you should minimize it when possible. If tech workers are adding huge value, such as inventing new things their company (or the world) hasn't seen, then their work is hard/impossible to measure. They can swag (guess), but not accurately predict their work. For more on why, read on in one of my more popular articles.

I spent 12 years at Amazon in leadership, and I spent 12 years repeatedly fighting off efforts to measure (and improve) our engineer's efficiency. Here's my general view. If tech workers are doing measurable work, they're doing easy work. They're doing repetitious work. This work isn't the most valuable work, and you should minimize it when possible. If tech workers are adding huge value, such as inventing new things their company (or the world) hasn't seen, then their work is hard/impossible to measure. They can swag (guess), but not accurately predict their work. For more on why, read on in one of my more popular articles.

I spent 12 years at Amazon in leadership, and I spent 12 years repeatedly fighting off efforts to measure (and improve) our engineer's efficiency. Here's my general view. If tech workers are doing measurable work, they're doing easy work. They're doing repetitious work. This work isn't the most valuable work, and you should minimize it when possible. If tech workers are adding huge value, such as inventing new things their company (or the world) hasn't seen, then their work is hard/impossible to measure. They can swag (guess), but not accurately predict their work. For more on why, read on in one of my more popular articles.