Business
Choosing Trust Over Structural Metrics
A CEO who does not build the product can learn the technology, hire people and trust them to tell him what is going on, or have metrics that translate the technical state into the business language he already speaks. Trust is fragile and breaks under pressure. Metrics are the option that scales, if the CEO learns just enough to read them and ask the right questions.
The useful numbers are how tangled the parts of the product are, how much extra each change pays on top of the work itself, and how often a change is followed by an incident. Domain coupling dollars in this report use this product's git history for this report, not a benchmark. Ask for the numbers. If nobody asks, the team has no reason to track them.
The Cost of Not Understanding the Technology You're Building On