I will send you an email next week! Thanks a lot for reaching out and your enthusiasm. The part about making EMs responsible for the financial investment or at

I will send you an email next week! Thanks a lot for reaching out and your enthusiasm. The part about making EMs responsible for the financial investment or at least some inkling of the cost/benefit part of change budget has been one we've started upon a few months back. I think that can be a rewarding trajectory, but to be honest - there is a chasm between the easy with which management controllers (my team) think about these things and boots on the ground type of work of keeping our delivery teams of say 10 programmers each working and communicating. I've learned that you shouldn't burden people managers with too much finance. Just like you shouldn't make people managers of finance people. (This somewhat in jest. We do geek out many levels of financial 'theory' above the rest of the people in regular departments. They talk sales growth, we talk the interest rates effect on return on capital invested.) I have a fear that piling finance on top of the people and systems responsibilities of the EM will not work out. At least the controllers should make it _easy_.