Sebastian has been around in the Berlin Tech Scene since 2005. After studying computer sciences he worked with several famous German digital businesses from the first wave (Hypoport, Scout24) and moved on to some younger companies afterwards (Omio former GoEuro, door2door and now CrossEngage) in order to learn about earlier stage startups. After starting as an engineer he transitioned quickly into Agile and Leadership roles, serving as Scrum Master/Agile Coach, Engineering Manager, Engineering Director and VP Engineering.
My Mentoring Topics
- Agile/Lean Methodologies, (Lean) Startup, (Transformational) Leadership, Organisational Development (Structure, Process, Communication)
- Technology - Tech Strategy, MicroServices, Data Engineering
- Communication, Stakeholder Management, Change Management, Conflict Management
D.
23.May 2020Career Choices
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Thinking, Fast and Slow
Daniel Kahneman
Key Insights from 'Thinking, Fast and Slow' Cognitive Ease: The human brain tends to choose the path of least resistance when processing information. System 1 and System 2: Two distinct systems govern our thought processes. System 1 is fast, intuitive, and emotional, while System 2 is slow, deliberate, and logical. Heuristics and Biases: Our brains use mental shortcuts or 'heuristics' to make quick decisions, which can often lead to biases in our thinking. Prospect Theory: People tend to make decisions based on potential losses and gains, not final outcomes. Anchoring Effect: The first piece of information we receive about a subject heavily influences our perception of subsequent information. Availability Heuristic: We tend to judge the probability of events by how easily examples come to mind. Endowment Effect: We value things more when we own them. Hindsight Bias: Our tendency to see events as more predictable than they really are after they have happened. Framing Effect: The way information is presented can drastically affect how we perceive it and make decisions. The Halo Effect: Our overall impression of a person influences how we feel and think about their character. Deeper Analysis of the Book's Concepts 'Thinking, Fast and Slow', a seminal work by Daniel Kahneman, delves into the two systems that drive the way we think—System 1, which is fast and intuitive, and System 2, slow and deliberate. This dual-process theory of cognition is not new, but Kahneman's exploration of how these systems interact, often leading to cognitive biases, is groundbreaking. System 1 operates automatically and quickly, with little or no effort and no sense of voluntary control. It's the part of our brain that responds to a surprising sound in the darkness or decides to swerve to avoid an accident. This system is heavily influenced by our past experiences and emotions, making its responses feel intuitive and automatic. In contrast, System 2 allocates attention to the effortful mental activities that demand it, including complex computations and conscious decision-making. This system is slower and more deliberate, often stepping in to verify and modify the impressions and intuitions from System 1. However, System 2 is lazy and often defaults to the easier, automatic responses of System 1. This is where cognitive biases come in. Heuristics and biases are mental shortcuts that System 1 uses to make quick decisions. While these shortcuts can often be useful, they can also lead to systematic errors in our thinking. For example, the availability heuristic might lead us to overestimate the likelihood of dramatic events (like plane crashes) because they are more memorable and thus more easily available to our minds. Prospect theory, introduced by Kahneman and his colleague Amos Tversky, challenges traditional economic theory, which assumes that humans are rational actors. Instead, prospect theory suggests that people make decisions based on potential gains and losses, not the final outcome. This can lead to seemingly irrational decisions, such as refusing to take a small loss to potentially gain more in the long run. The anchoring effect describes our tendency to rely heavily on the first piece of information we receive (the "anchor") when making decisions. Even when the anchor is arbitrary or irrelevant, it can dramatically influence our judgments and estimates. Similarly, the framing effect reveals that the way information is presented can drastically affect our decisions. For example, people are more likely to opt for a surgical procedure if it’s presented with a 90% survival rate than a 10% mortality rate, even though both statistics convey the same information. In conclusion, 'Thinking, Fast and Slow' highlights how our thought processes—though powerful—are not always as rational, objective, or logical as we might believe. By understanding these biases, we can take steps to mitigate them and make better, more informed decisions.
ViewStart With Why - How Great Leaders Inspire Everyone To Take Action
Simon Sinek
Key Facts and Insights from "Start With Why - How Great Leaders Inspire Everyone To Take Action" The Golden Circle: At the core of Sinek's theory is the three-layered model known as the Golden Circle. It encompasses 'Why', 'How', and 'What' as the fundamental aspects of any organization or individual's purpose. Importance of 'Why': Sinek emphasizes that most successful organizations and leaders start by defining 'Why' they do what they do, not just 'What' they do or 'How' they do it. Leadership and Inspiration: The book underscores that successful leaders inspire action in their followers by articulating a clear 'Why' and aligning it with the beliefs of their followers. Manipulation vs Inspiration: Sinek distinguishes between manipulation (using external factors to drive behavior, like price, fear, etc.) and inspiration (motivating through a deep-rooted sense of belief or purpose). Clarity of Purpose: Clarity of 'Why' is crucial for any organization or leader to succeed and inspire others. This clarity is often missing in companies that struggle. 'Why' and Trust: When organizations and leaders communicate their 'Why', it helps build trust and loyalty among their employees or followers. The Role of Innovation: Sinek posits that innovation is born from a strong 'Why'. It's not just about doing things better, but doing them for a better reason. 'Why' and Culture: A clear 'Why' helps create a strong culture where employees feel they are contributing to something bigger than themselves. Companies as a Reflection of Leaders: Companies often reflect the persona of their leaders, especially their 'Why'. This is why it's crucial for leaders to have a clear sense of their own 'Why'. Consistency of 'Why': The 'Why' should remain consistent even as the 'What' and 'How' might evolve over time. Detailed Analysis and Summary of "Start With Why - How Great Leaders Inspire Everyone To Take Action" Simon Sinek's "Start With Why" presents a transformative perspective on leadership and organizational success. At the heart of his argument is the Golden Circle, a model composed of three fundamental elements: Why, How, and What. These elements, Sinek asserts, form the basis of any individual's or organization's purpose. However, he emphasizes on the importance of starting with 'Why'. Why is the purpose, cause or belief that drives every one of us. Many organizations can clearly articulate 'What' they do and 'How' they do it, but the 'Why' often remains elusive. Sinek argues that this is where many organizations falter. Drawing parallels with biological concepts, he positions 'Why' as the limbic brain (responsible for feelings, such as trust and loyalty) and 'What' and 'How' as the neocortex (responsible for rational thought and language). When it comes to leadership, the book posits that great leaders are those who inspire action by articulating a clear 'Why'. Leaders like Martin Luther King Jr. and companies like Apple are successful not because of what they do, but because of why they do it. They start with 'Why' and then move outwards to 'How' and 'What'. This approach resonates with people's beliefs, thereby inspiring them to act. Sinek distinguishes between manipulation and inspiration. While manipulation involves driving behavior through external factors such as price, promotions, fear, or peer pressure, inspiration comes from a deep-rooted sense of belief or purpose. He asserts that manipulation can lead to transactions, but only inspiration can foster loyalty. The book also stresses the importance of a clear 'Why' in building trust and loyalty. When organizations and leaders communicate their 'Why', it resonates with their employees or followers on an emotional level, leading to increased trust and loyalty. Innovation, according to Sinek, is a byproduct of a strong 'Why'. It is not merely about doing things better, but about doing them for a better reason. This perspective aligns with the theory of innovation diffusion by Everett Rogers, who highlighted that people adopt new ideas or products not because of their advantages, but because they align with their beliefs. Sinek also discusses the role of 'Why' in creating a strong culture. A clear 'Why' provides employees with a sense of purpose, making them feel they are part of something bigger than themselves. This is reflected in the principle of 'Cultural Fit', which suggests that employees perform better when their personal values align with the organization's values. The book further suggests that companies often mirror the 'Why' of their leaders. This is why it is crucial for leaders to have a clear sense of their own 'Why'. Finally, Sinek emphasizes that while 'What' and 'How' may change over time, the 'Why' should remain consistent. This consistency of 'Why' is essential for maintaining the trust and loyalty of employees and customers. In conclusion, "Start With Why" offers profound insights into how great leaders inspire action. It makes a compelling case for starting with 'Why', thereby transforming the way we understand leadership and organizational success. Sinek's philosophies, when applied, can indeed lead to more inspired employees, loyal customers, and successful organizations.
ViewClean Code - A Handbook of Agile Software Craftsmanship
Robert C. Martin
Key Insights from Clean Code - A Handbook of Agile Software Craftsmanship The importance of writing clean code and its impact on software maintenance and scalability. The principles of SOLID design: Single Responsibility, Open-Closed, Liskov Substitution, Interface Segregation, and Dependency Inversion. How to correctly use comments in code and when to avoid them. The significance of meaningful names for variables, functions, classes, and modules. The concept of functions: how they should be small, do one thing, and do it well. The art of error handling and the importance of throwing meaningful exceptions. The principles of Test Driven Development (TDD) and the importance of writing tests first. The importance of keeping the codebase clean through continuous refactoring. The idea of code smells and how to identify them. How to manage system dependencies to ensure loose coupling. Analysis and Summary of the Book "Clean Code - A Handbook of Agile Software Craftsmanship" is a comprehensive guide that provides a deep dive into the principles and practices of writing clean, readable, and maintainable code. The book is grounded in the author's deep experience and understanding of software development and its challenges. The book opens with an emphasis on the importance of writing clean code. It asserts that code quality is a fundamental aspect of software development that directly impacts the maintenance, scalability, and overall health of software projects. It argues that code is read far more often than it is written, making readability a key quality attribute. The book introduces the SOLID design principles, a set of guidelines for object-oriented design and architecture. These principles aid in the development of software that is easy to manage and maintain, with a focus on avoiding code smells, reducing complexity, and improving readability. Comments are a double-edged sword. While they can provide important context and explanation, the book argues that they are often used as a crutch to justify complex or confusing code. Comments should not replace clear and concise code. Naming conventions are another crucial aspect of clean code. The book explains the importance of choosing meaningful and descriptive names for variables, functions, classes, and modules. Names should convey intent and make the code self-documenting. The book also provides detailed guidance on how to write functions. Functions should be small, do one thing, and do it well. This aligns with the Single Responsibility Principle, one of the SOLID principles. Error handling is another key topic. The book stresses the importance of throwing meaningful exceptions and managing errors in a consistent and predictable manner. It also covers Test Driven Development (TDD), a software development process that promotes writing tests before writing the actual code. TDD helps in ensuring that the code is working as expected and leads to modular, flexible, and bug-free code. The book emphasizes the need for continuous refactoring to keep the codebase clean. Refactoring is not just about rewriting code; it’s about improving the design of existing code while preserving its functionality. Code smells are certain structures in the code that suggest the possibility of a deeper problem. They are indicators of poor design and coding practices that need to be refactored. The book concludes with a discussion on how to manage system dependencies to ensure loose coupling, which makes systems more manageable and less prone to bugs. In summary, "Clean Code - A Handbook of Agile Software Craftsmanship" is a must-read for any serious software developer or engineer. It goes beyond teaching specific techniques or practices, instead instilling a mindset and philosophy towards writing code that is clean, understandable, and maintainable. To master the art of writing clean code, one must not only understand these principles but also incorporate them into their daily coding practice.
ViewThe Lean Startup - How Constant Innovation Creates Radically Successful Businesses
Eric Ries
Key Facts and Insights Emphasis on Experimentation over Elaborate Planning: The Lean Startup methodology promotes experimentation over detailed planning, which allows businesses to adapt and innovate continuously. Customer Feedback over Intuition: Ries emphasizes the importance of customer feedback in shaping products and services rather than relying solely on intuition. Iterative Design: The methodology encourages iterative design, which involves making small changes in products based on customer feedback and observing the results. Minimum Viable Product (MVP): This concept is central to the Lean Startup approach, focusing on creating a basic version of a product to test market hypotheses. Validated Learning: Ries introduces the concept of validated learning, where startups learn from each iteration through rigorous testing and adjustment. Innovation Accounting: This is a method to measure progress, set up milestones, and prioritize work in a startup environment. Build-Measure-Learn Feedback Loop: This is the core component of the Lean Startup methodology, which emphasizes the iterative process of building, measuring, and learning. Pivot or Persevere: Ries introduces a decision-making process in which a startup decides whether to pivot (make a fundamental change to the product) or persevere (keep improving the current product). Continuous Deployment: The Lean Startup methodology encourages continuous deployment of updates to the product, based on the Build-Measure-Learn feedback loop. Lean Management: The Lean Startup approach also extends to management, with streamlined processes and decision-making strategies. In-depth Analysis of "The Lean Startup" "The Lean Startup" by Eric Ries is a game-changing book that has reshaped the way businesses think about innovation and growth. Drawing upon his own experiences, Ries presents a new approach for startups to achieve their goals by focusing on continuous innovation and customer feedback. One of the key points in the book is the emphasis on experimentation over elaborate planning. Traditionally, businesses have relied on detailed and lengthy business plans. However, Ries argues that in the rapidly changing business landscape, these plans can quickly become obsolete. Instead, he advocates for a culture of experimentation, where ideas are tested, and changes are made based on the outcomes. This approach allows businesses to adapt to changes and seize new opportunities more effectively. A second key insight from the book is the importance of customer feedback. Ries suggests that businesses should not merely rely on intuition or assumptions about what customers want. Instead, they should engage with customers, seek their feedback, and use this information to shape their products and services. This is an integral part of the iterative design process advocated by Ries. The concept of the Minimum Viable Product (MVP) is central to the Lean Startup methodology. Rather than spending extensive resources developing a perfect product right from the start, Ries suggests starting with a basic version of the product, testing it in the market, learning from customer feedback, and making modifications accordingly. The MVP helps businesses to test their market hypotheses with minimal resources. Ries introduces the concept of validated learning, which is a process of learning from each iteration of the product. Through rigorous testing and adjustment based on customer feedback, startups can learn valuable insights about their product and the market. A significant concept in the book is innovation accounting, a method to measure progress, set up milestones, and prioritize work in a startup environment. This accounting system is designed to provide startups with a clear measure of their progress and inform decision-making processes. The Build-Measure-Learn feedback loop is another core concept in the Lean Startup methodology. Startups are encouraged to build a product, measure how it performs in the market, learn from the outcomes, and then build again. This iterative process fosters continuous improvement and innovation. Ries also introduces a decision-making process in which a startup decides whether to pivot or persevere. If a product is not meeting its objectives or gaining traction in the market, the startup may decide to pivot, i.e., make a fundamental change to the product. If the product is showing promise, the startup may decide to persevere and keep improving the product. Continuous deployment of updates to the product is another strategy advocated by Ries. Based on the Build-Measure-Learn feedback loop, updates are made to the product and deployed continuously. This approach ensures that the product is always improving and adapting to customer needs and market changes. Finally, the Lean Startup approach extends to lean management, with streamlined processes and decision-making strategies. The goal is to create an organization that is adaptable, efficient, and focused on continuous innovation. In conclusion, "The Lean Startup" presents a new approach to business, emphasizing agility, customer feedback, and continuous innovation. It provides a roadmap for startups looking to achieve success in a rapidly changing business landscape.
ViewLean Enterprise
Jez Humble, Joanne Molesky, Barry O'Reilly
Key Facts and Insights from Lean Enterprise The Lean Enterprise model is the culmination of product development, lean startup methodologies, and agile software development practices. It emphasizes the importance of adopting a culture of experimentation and learning in the organization and reducing the cost of experimentation and learning. Continuous Innovation is a core tenet of the Lean Enterprise model. To stay competitive in the market, companies must continually innovate and adapt to changing market conditions. The Lean Enterprise model is not a one-size-fits-all approach. It requires a deep understanding of the organization's context and the ability to apply the principles intelligently. Lean Enterprise is about leadership that encourages and supports continuous learning and improvement. The model promotes the idea of Empowered Teams, where decision-making is decentralized, and teams are trusted to make decisions that impact their work. Lean Enterprise supports a customer-centric approach, focusing on delivering value to the customer and improving the customer experience. The Lean Enterprise model is a holistic approach that encompasses the entire organization, not just the software development or product development teams. It supports the idea of Lean Budgeting and Governance to ensure resources are used effectively and in alignment with the organization's strategic goals. Finally, Lean Enterprise is a journey, not a destination. It requires a commitment to continuous improvement and adaptation. In-Depth Analysis of Lean Enterprise "Lean Enterprise" by Jez Humble, Joanne Molesky, and Barry O'Reilly provides a comprehensive guide to implementing lean principles in large organizations. Drawing on agile software development practices, lean startup methodologies, and product development practices, the authors propose a model that promotes continuous innovation, a culture of learning and experimentation, and a customer-centric approach. From the onset, the authors emphasize that the Lean Enterprise model is not a fixed blueprint but a set of principles that organizations can adapt to their context. This highlights the need for thoughtful and intelligent application of the principles, underscoring the importance of leadership in fostering a culture that supports learning and continuous improvement. The book advocates for a shift from traditional hierarchical decision-making to a more decentralized approach, where teams are empowered to make decisions that impact their work. This shift necessitates a fundamental change in the organization's culture and the way leaders lead. It emphasizes trust, autonomy, and accountability, fostering a culture where teams feel trusted to make decisions and are held accountable for the results. Lean Enterprise also underscores the importance of a customer-centric approach. It encourages organizations to focus on delivering value to the customers and continuously improving the customer experience. This shift in focus necessitates a deep understanding of the customers, their needs, and how the organization's products or services can meet those needs. The authors also propose a lean approach to budgeting and governance, arguing that traditional budgeting practices often hinder innovation and adaptability. Instead, they advocate for Lean Budgeting, which aligns resource allocation with the organization's strategic goals and allows for flexibility and adaptability. Finally, the book stresses that implementing Lean Enterprise is a journey, not a destination. It requires a commitment to continuous learning, experimentation, and adaptation. It requires organizations to embrace uncertainty and to be willing to adapt as market conditions change. In conclusion, "Lean Enterprise" provides a robust framework for organizations seeking to stay competitive in a rapidly changing market. It challenges traditional ways of working and leading, advocating for a more flexible, adaptive, and customer-centric approach. As a professor who has been dealing with these concepts for many years, I can attest to the validity and value of the insights and guidance provided in this book. It is a must-read for leaders and managers seeking to drive innovation and adaptability in their organizations.
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G.
28.January 2025Sebastian was very helpful, we had an interesting and insightful conversation. Also I truly appreciate him showing up despite traveling. I'm looking forward talking to him again in the future. Thank you, Sebatian!