Metrics are often wrong. I think this is something that is often not talked about as much publicly out of general embarrassment. But every company faces this.

– Samson Hu in Building Analytics at 500px, a brilliant article on building and evangelizing analytics infrastructure and dashboards

‘What Travis infuses in the company is that the best ideas win,’ he says. ‘You have to be willing to step on toes to make sure the idea is heard, and you’re supposed to only be loyal to the idea, to the truth.’

– Max Chafkin quoting Uber’s CTO Thuan Pham in What Makes Uber Run

Parkinson shows how you can go in to the board of directors and get approval for building a multi-million or even billion dollar atomic power plant, but if you want to build a bike shed you will be tangled up in endless discussions.

Parkinson explains that this is because an atomic plant is so vast, so expensive and so complicated that people cannot grasp it, and rather than try, they fall back on the assumption that somebody else checked all the details before it got this far.   Richard P. Feynmann gives a couple of interesting, and very much to the point, examples relating to Los Alamos in his books.

A bike shed on the other hand.  Anyone can build one of those over a weekend, and still have time to watch the game on TV.  So no matter how well prepared, no matter how reasonable you are with your proposal, somebody will seize the chance to show that he is doing his job, that he is paying attention, that he is *here*.

– Poul-Henning Kamp, Bike Shed