My personal take:

- you need aligned incentives across the board. Sales and accounts mustn’t promise what the company can’t deliver

- people need to defend their area of expertise whilst listening to what others are saying about theirs. For me this boils down to a division between technical and business focussed. Techies need to push for non-client facing technical improvements without making everyone ignore them every time they say “technical debt”, and they need to accept that sometimes you just build shit to get business through the books. Sales/accounts need to accept that sometimes the build budget is taken up with mysterious technical drives that will be worth it. When I say “must accept” I mean accept that it must happen some percentage of the time - each case still needs to be backed up by a business case.

- ultimately this needs to come from the top - founder(s) must balance these facts and drive it through the whole organisation, and in the article they didn’t