PJE:
Cash Copy book
"any value you don't sell, is a value your customer doesn't get to enjoy. If they don't know it's there, how can they enjoy it? Even if they do know it's there, but not why it's important to them, they're still not going to enjoy it -- even if they buy the product! You can't enjoy what you don't know about, and if you're not enjoying it, you're not going to value it."
Captain Obvious story:
"there is no such thing as what people "should know". If you didn't tell them, it doesn't count. If your product isn't as clear in its benefit description as "Let's F*ck", or if your instructions to your people about what's important (and what they should do about it) aren't as clear as those of
"Captain Obvious", then your boat still might not sink -- but you will be bailing a lot more water than would otherwise be necessary."
"Similarly, managers often fail to tell their teams what they want with sufficient clarity, because they assume that what's obvious to them is obvious to their team, and that "as professionals", they "should just know". But this isn't the case at all!
A long time ago, I read that researchers have shown that programmers will optimize whatever you tell them (implicitly or explicitly) to optimize. If you emphasize clean code, you'll get clean code. If you emphasize features, you get features. If you emphasize speed, you'll get that. However, if you don't tell them anything, or you give them conflicting directives, God only knows what you'll get, but it won't be pretty. So remember: if you don't sound to yourself like you're belaboring the obvious, you're almost certainly not being obvious enough."