Project Horizon: 2025 Technology Strategy

Allison: EXECUTIVE SUMMARY
Jason: This document establishes our formal technology strategy for the next three-year time horizon across all Atlanta distribution centers.
Hannah: Our current state is characterised by fragmented legacy databases and significant technical debt that slows down delivery times.
Allison: DIAGNOSIS OF THE CAPABILITY GAP
Jason: Careful analysis reveals that our primary bottleneck stems not from warehouse hardware, but from poor data cohesion between inventory systems.
Hannah: Strategic drift has occurred because previous leadership prioritized short-term feature delivery over foundational platform architecture.
Allison: GUIDING POLICY
Jason: It is argued that all future software investments must be directed exclusively toward unifying our core logistics pipeline.
Hannah: Coherent action will be taken to eliminate redundant microservices and standardize our cloud operating model by Q4.
Allison: RESOURCE ALLOCATION
Jason: Funding shall be concentrated on platform engineering, whereas spending on experimental customer-facing apps is to be severely restricted.
Hannah: Should any department deviate from this resource plan, executive intervention will be initiated immediately.
Allison: WHAT WE WILL DELIBERATELY STOP DOING
Jason: Much as innovation is encouraged, we are formally choosing to discontinue our custom mobile app development.
Hannah: Furthermore, we are ceasing all investments in predictive AI routing until our baseline data infrastructure is fully stabilised.
Allison: THINGS WE ARE CHOOSING TO BE BAD AT
Jason: Finally, it must be acknowledged that excellence across every operational dimension is neither feasible nor desirable for our enterprise.
Hannah: Consequently, we are intentionally electing to be slow at adopting unproven tech trends and unresponsive to ad-hoc custom feature requests.
Allison: CONCLUSION
Jason: By being unapologetically bad at chasing fleeting industry fads, our engineering teams can focus entirely on operational excellence.

Read again and choose the right answer

What is identified as the primary bottleneck in the diagnosis section?

• Outdated warehouse hardware
• Poor data cohesion between inventory systems
• A shortage of senior software engineers in Atlanta

According to the resource allocation policy, where will funding be concentrated?

• Experimental customer-facing applications
• Platform engineering and core infrastructure
• Custom mobile app development

What does the company decide to deliberately stop doing?

• Custom mobile app development and predictive AI routing
• Cloud migration and database scaling
• Warehouse logistics and inventory tracking

Why does the final section list things the company chooses to be bad at?

• To prove that management lacks ambition for future growth
• To allow engineering teams to focus entirely on operational excellence without distraction
• To satisfy regulatory requirements set by the Atlanta transport authority

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