One thing I’ve been talking a lot about with our engineering team is that usually your company’s plans and incentives and metrics structures aren’t built to stop things, or to stop and redo things. So if there is a need to pay down some technical debt or make a really hard call on stopping a project, you need a leadership voice, or even a CEO, to say, “Hey, we’re just not doing this anymore.” Because the org is always oriented toward making it work. I think decisions to stop or to retrench or to rebuild usually have to come from a leader if not a leadership team.
