Prabodh Kumar Enumula

Tech debt is very widely understood term now a days, people understand how it can get accumulated over time and why we need to plan to address it regularly to make sure it is being maintained at an acceptable level.

Similarly any individual’s performance in a team is sort of well understood, systems have evolved to make sure there is consistent feedback to the person to make sure things are improving. Hardly there are any teams where there are no feed systems to help individuals to correct their course on a regular basis.

One similar thing which is often less talked about than it ought to be is what i call Organizational debt

Just like people, Companies can also get lazy, inefficient, continue outdated practices or as such. Inefficiencies tend  to add up and become what i am calling as organizational debt and impact the whole of the company. There needs to constant feedback cycle and everyone in the team should expect high standards from the company just like company expects them to. It is important for everyone in the to raise concerns when and where you see (just like we talk about TechDebt) about organizational debt and appropriate person takes ownership to keep it at an acceptable level.

Just like every scrum does retros after sprint, does your company do a retro on the hiring practices, onboarding practices, pay scale practices, employee engagement activities ? If not, why should not there be a cadence to go over all practices owned by the company and address before it gets accumulated over time and impact attritions and retention

Does you r company recognise the existence of orgnizational debt and how do you refactor that?