Scaling Organizations

Fixed hiring standards (or a hiring approach, e.g. test-driving)
Stop-the-line and fix the root cause of production issues
No flaky tests (tests that routinely fail, but are ignored)
Maximum limits for “unplanned” work
Ability to push changes into production in [some time duration]
Everyone does time in the support queue
Quarterly, well-facilitated continuous improvement events and immediately addressing the topmost items
Work in progress limits
Track data on every product initiative and do follow up post-release comparing adoption estimates to actuals
Always include a customer (or customers) on the team
Some regular rotation of team members to circulate information and learnings
Retrospectives for each initiative, and agreement to act on any of the key blockers whether or not it is solely within the team’s control
Immediate refocusing if rolling NPS drops below 40
CI/CD must not exceed N minutes/hours
Weekly goals
Chaos engineering in production environment (regularly bring down systems to test resiliency)
Periodically shortening the release cycle (e.g. 1 month, 2 weeks, 1 week, 1 day)