Panel talks through how company culture actually holds up under pressure: feedback loops, social capital, remote cohesion, and the usual mess between old bureaucracy and people trying to ship things.
That tracks
Lol yeah, “that tracks” is basically the official slogan of every engineering org I’ve been in. Culture stuff only seems to change when someone actually makes time for it instead of treating it like a side quest.
Okay so yeah, the only times I’ve seen it stick is when “culture” gets treated like real work with calendar time and an owner, not vibes between sprints. even tiny stuff like a rotating retro facilitator who’s allowed to stop the meeting when it turns into blame changes the whole feedback loop fast.
Fair
