Engineering Leadership

Achieving "Peak Collaboration" in outcome oriented Engineering Teams

This article discusses the challenges of achieving "Peak Collaboration" in outcome-oriented engineering teams. The conversation between two engineers highlights the struggle of balancing collaboration and individual/team outcomes in a results-driven culture. The importance of collaboration is acknowledged, with an emphasis on breaking down silos and sharing knowledge and resources. The engineers also discuss the need to find a balance between collaboration and the company's focus on 100% utilization. Different leadership styles and the impact of the company's functional structure on collaboration are explored. The article concludes by emphasizing the importance of finding a balance and considering the potential for a middle interface layer between a group think approach and an outcome-based culture.

Building a Global Engineering Organization: Insights from Expanding to India

This article discusses the insights and challenges of building a global engineering organization, with a focus on expanding engineering teams to India. The main challenges include the impact on existing teams and projects, as well as the uncertainty and potential decrease in morale among team members. To address these challenges, it is important to motivate and retain team members by showcasing the benefits and opportunities of the transition. Onboarding strategies, such as providing hands-on experience and involving new hires in the development of architecture documentation, can also help ensure a smooth transition. Overall, building a cohesive global engineering organization requires a focus on retaining and supporting team members throughout the expansion process.

Building a Team From Scratch

This article describes the experience of leading a team tasked with building a product using data collected by an independent unit. The author used the Opportunity Open Market (OOM) methodology to recruit people internally, and also looked to their LinkedIn network and referrals for potential candidates. After one year, the team had grown to 40 people and was highly diverse. The author learned that OOM was an effective way to hire people quickly, and that mobility and flexibility should be encouraged in order for employees to build their expertise.

Balancing Multiple Assignments: Determine What Is "Important" in Each of Them

As a senior engineer, the author was tasked with leading a large initiative while managing their regular day-to-day responsibilities. To ensure the success of the project, the author identified the skills and competencies of the team members, identified the critical things to get right, and worked closely with the Product Manager. The author also selectively attended meetings and worked on writing the design doc and reviewing the implementation. Through this process, the author learned to prioritize their time and be available for the team, while also ensuring that the most complex parts of the project were solved correctly.

Scaling a New Product Area

This article outlines the process of scaling out an organization from three full-time employees to three cross-functional teams. The author details the four-step design process of defining team missions, allocating head count, and finding the right individuals. The author also shares lessons learned from the experience, such as setting the bar high when evaluating potential hires, nailing down the technique of behavioral interviewing, and trusting one's intuition.

Change Is A Necessity For Growth, But Should Be Approached Thoughtfully

A startup had accumulated a lot of technical debt due to not being up to date on industry standards and engineering best practices. To increase developer productivity and velocity, a shared component library was proposed, but there was disagreement between two senior engineers on how to build it. After understanding the underlying reasons for the disagreement, a two-on-one meeting was held to come to a consensus. It was concluded that both sides needed to give something to gain something, and the team was empowered to make the right choices. Change is costly, but it is important to strike a balance and be truthful when explaining the impact and cost of the problem and the solution.