First, as a former CTO thank you for caring about your work and the long term/downstream effects of design considerations. It's impossible to build anything actually useful without exactly the approach you're taking.
It also takes courage to ask this kind of a question and it's clear that you are a rare engineering leader who cares deeply about your coworkers and your output. You probably don't hear thank you enough, so I'll say it again: Thank you for caring.
To your question:
My answer is, always go back to the holistic goal of the system and make sure that the team is aligned - otherwise you fall victim to micromanagement. At the end of the day your job is to expertly balance long and short term goals of the business against long and short term goals of the team. If there are fundamental misalignment between these then nothing you can do will solve the problem it will just come up in different ways and you'll play whack-a-mole forever.
What strikes me about your situation is that your coworker seems to have developed a "knock the task out as quickly as possible" routine, and is really good at delivering quality features quickly. Of course, the industry has done literally everything it can do force engineers into this myopic approach (I won't rant as to why but suffice to say I think it's based on greed) and doesn't make your life any easier.
I don't know what your situation is, but I think finding a way to slow down so that nobody feels rushed and have been actively provided dedicated time for higher abstraction design and architecture. People joke about "Architects" - but this example is precisely why those jobs are critical in many cases. It's your job as the engineering leader to do that architecture work.
It also takes courage to ask this kind of a question and it's clear that you are a rare engineering leader who cares deeply about your coworkers and your output. You probably don't hear thank you enough, so I'll say it again: Thank you for caring.
To your question:
My answer is, always go back to the holistic goal of the system and make sure that the team is aligned - otherwise you fall victim to micromanagement. At the end of the day your job is to expertly balance long and short term goals of the business against long and short term goals of the team. If there are fundamental misalignment between these then nothing you can do will solve the problem it will just come up in different ways and you'll play whack-a-mole forever.
What strikes me about your situation is that your coworker seems to have developed a "knock the task out as quickly as possible" routine, and is really good at delivering quality features quickly. Of course, the industry has done literally everything it can do force engineers into this myopic approach (I won't rant as to why but suffice to say I think it's based on greed) and doesn't make your life any easier.
I don't know what your situation is, but I think finding a way to slow down so that nobody feels rushed and have been actively provided dedicated time for higher abstraction design and architecture. People joke about "Architects" - but this example is precisely why those jobs are critical in many cases. It's your job as the engineering leader to do that architecture work.
Best of luck and keep up the great work!