The Cost of Being Wrong

A recent LinkedIn post by Nick Lebesis caught my attention with this brutal take on the difference between good startup founders and coward startup founders. I recommend you read the entire thing to fully understand the context, but I’ve pasted the part that most resonated with me below:

"Real founders? They make the wrong decision at 9am. Fix it by noon. Ship by 5. Coward founders are still scheduling the kickoff meeting. Your job isn't to be liked. Your job is to be clear. Wrong but decisive beats right but timid... every single time. Committees don't build companies. Convictions do."

It's harsh, but there's truth here that extends well beyond startups into how we approach technical decision-making in software development, even in large organizations. 

Responsibility Boundaries in the Coordinated Progress model

Building on my previous work on the Coordinated Progress model, this post examines how reliable triggers not only initiate work but also establish responsibility boundaries. Where a reliable trigger exists, a new boundary is created where that trigger becomes responsible for ensuring the eventual execution of the sub-graph of work downstream of it. The boundaries can even layer and nest, especially in orchestrated systems that overlay finer-grained boundaries.