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About me
My name is Mauro Bagnato and for over 15 years I have been leading tech organizations.
When I first stepped into leadership, I believed technical expertise was the key to being an effective leader. However, I quickly learned that organizations are living and complex systems and that leading them demands much more than just technical know-how. I believe that curiosity is at the heart of effective leadership. This is what fuels learning and experimentation, both crucial for continuous improvement. This blog aims to explore engineering leadership in all its aspects and to provide insights in a tangible and pragmatic manner. It will also be a space where I will share insights, reflections, and personal takeaways from books, podcasts, and articles that influenced and keep influencing my journey.
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The future is not a point, it is a range of potential outcomes.
When making predictions, we often fall into the trap of considering the future as a fixed point, a single scenario waiting to be uncovered.
Estimates in SW development are a perfect example.
I’m sure you are familiar with statements like:
“We are going to deliver this feature on <exact date>”
👉 The reality is that the future is better represented by a range of potential outcomes.
Reasoning in terms of ranges and consciously thinking about the extremes:
➡ Opens our minds and helps us to consider a broader set of possibilities.
➡ Allows us to better prepare for variations, adapting our strategies to fit different potential scenarios.
➡ Helps us acknowledge and embrace uncertainty. Considering a range of possible outcomes better represents the inherent level of uncertainty present in any prediction.
➡ Improves alignment and communication by setting more realistic expectations.
