Starts with how you evaluate employees for bonuses and promotion. Do you evaluate people on the impact of what was delivered? How fast they delivered feature work? The quality level of what they delivered? How well they worked with others?
The answers to basic questions like that already starts to shape behavior. If you pay zero attention to how people behave, and only look at impact of what was delivered you may promote people who optimize for their own work, but make others miserable. If you don't properly weight quality, especially now with AI code gen, you'll promote people who move fast break more things than is reasonable.
We can easily find examples of suboptimal behavior that arises out of poorly shaped rewards incentives at companies. Empire building is one behavior that is the result of managers getting promoted based on headcount. Stack ranking can and has led to people limiting collaboration with peers because someone has to fail in order for someone else to get a favorable rating. Or people avoid riskier work because failure can put you on the hot seat.
The answers to basic questions like that already starts to shape behavior. If you pay zero attention to how people behave, and only look at impact of what was delivered you may promote people who optimize for their own work, but make others miserable. If you don't properly weight quality, especially now with AI code gen, you'll promote people who move fast break more things than is reasonable.
We can easily find examples of suboptimal behavior that arises out of poorly shaped rewards incentives at companies. Empire building is one behavior that is the result of managers getting promoted based on headcount. Stack ranking can and has led to people limiting collaboration with peers because someone has to fail in order for someone else to get a favorable rating. Or people avoid riskier work because failure can put you on the hot seat.