My director said something offhand on a call recently that stuck with me: promotions codify what's already been happening. By the time someone gets promoted, they've already been doing the work of that next level, and the title is just catching up.
I was on a team that put junior developers into the on-call rotation earlier than we should have. The reasoning made sense on paper - they needed to learn the system, and the senior engineers were stretched thin.
I watched a video recently about the hidden costs of microservices, and it put words to something I've been thinking about for a while. The video walks through the usual pitch - break the monolith apart, give each function its own service, deploy independently.
The last two posts in this series have been about curiosity - what it looks like when people have it and what happens when the environment kills it. A friend responded to the second one with something I've been thinking about since: the framing issue.
When I was younger, I worked for a company that micromanaged on every level. The executives were micromanaged by the CEO, and the agents were micromanaged by their managers.