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Bridging the gap between vision and execution in the effort to create a robust, engaged engineering workforce depends heavily — though not solely — on culture. So, how do you continuously improve corporate culture — and, in this case, an engineeringculture — that inspires people to do their best work every day?
If you’re interested in improving the design mindset in your engineeringculture, I hope that the following techniques provide you with some food for though. In Accelerate , Nicole Forsgren shows a link between well-designed, loosely-coupled architecture and more frequent software delivery. It can be a cost-effective approach.
” “We’ve found over time that … leadership tends to care for metrics that are closer to larger business outcomes. In other words, leadership cares for the forest and not the trees.
Equally, we’re seeing really interesting things happening with large, traditional healthcare organizations and with government leadership,” Hultman Kramer added. Daily has real platform potential — it’s a great product with stellar engineeringculture, coupled with Kwin’s experience building video for the enterprise.
Bank over the years is that effectively deploying and making use of new tools requires a skilled and diverse workforce and a technology team with a strong engineeringculture to support it. What we have discovered in implementing emerging technology at U.S. Banking on technology and people The largest technology investment for U.S.
. “With a very limited pool of engineering talent to hire from, we were stuck with three uncomfortable options: outsource our entire product, manage a large team of independent freelancers, or rely on an outsourcing company to create our engineeringculture.
So building a cohesive internal culture is integral to IT success, as well as achieving personal and professional goals. What supports our organizational strategy from technology is building an engineeringculture, being customer-obsessed and outcome-focused, and simplifying and modernizing our technology stack.
Autonomy & Alignment: Spotify EngineeringCulture – part 1, Henrik Kniberg, 2019. Difficulties in Creating Autonomy and Alignment Creating a performance culture of high alignment and high autonomy is not a one-time effort. Balancing these factors is critical to good performance in Agile organizations.
Staff engineers can influence behaviors during and after incidents by modeling transparency and questioning assumptions to strengthen engineeringculture. In retrospectives, staff engineers can improved model root cause analysis to improve underlying cultural issues.
She joins a special livestream of the Dev Interrupted podcast to share her career journey, her strategies for sustainably scaling engineering teams and the three pillars of engineering processes. Her lessons on team management, building company culture, hiring and mentorship are not to be missed!
That untruth has lived for a long time but it’s going to start running out of oxygen very quickly, though there are some hard-core engineeringcultures that hang on to that mystique and worship the ability to be these grumpy know-it-alls.” Core leadership skills is one.” But most of us are mere mortals,” he says.
For engineering leaders, the Great Resignation has made it clear that maintaining employee satisfaction should be a top priority in the coming year. By Lilac Mohr.
What I’m really doing is changing the engineeringculture at OpenSesame. Culture doesn’t change easily. Where the old spreadsheet focused on individual ownership and investigating new technologies, the new one emphasizes teamwork, peer leadership, and maintainable code. Bigger than a breadbox, anyway.
Because of this, it’s especially rewarding for Honeycomb to be recognized recently for the work we do within our metaphorical walls, with Comparably naming us in over ten different categories , including “Best Company Outlook,” “Best Company for Diversity,” “Best Leadership Teams,” and “Best Company Culture.”
(PDF) Culture Changes The purpose of the new career ladder is to help change the engineeringculture at OpenSesame. The new ladder focuses on teamwork, peer leadership, and maintainable code. Software Engineer Software Engineers contribute to the work of their team without explicit guidance.
Resistance to change, entrenched organizational cultures, and the theories’ complexity can pose significant barriers. Addressing these challenges requires a thoughtful approach, including tailored training, leadership commitment, and fostering a culture of continuous learning and adaptation.
When I joined CircleCI in 2018, the engineering team had been growing by 50 percent year over year, and also increasing in terms of geographical distribution. And after all this growth, we were running into challenges around evolving our engineeringculture. Conversely, the management team was incredibly small.
The official definition of DevOps is “a software engineeringculture and practice, that aims at unifying software development and software operation.” In order to better communicate and build better products, DevOps became one of the most critical positions in every company.
As a software engineer or individual contributor, the next step in your career can be to become a principal engineer. The path to becoming a principal engineer at companies can feel unclear, which can inhibit individual engineering careers. By Ben Linders, Joy Ebertz, Pablo Fredrikson, Charlotte de Jong Schouwenburg
The case for DevOps leadership. DevOps represents a change in IT culture. DevOps transformation is a symbiosis between top-down leadership commitment and bottom up change from the team level. Within IT, DevOps answers the global call for organizational transformation. How do we bring this to life?
Choosing where to focus is a balancing act: delivering new products, fixing legacy software, and improving engineeringculture. The final part is leadership. Different stakeholders usually assign different levels of importance to each of those needs, creating a conflict which also blocks progress on making a decision.
Above a certain level, leadership promotions have to be about what the company needs, not the individual, and it was valuable to imagine together what a great VP of Engineering for Honeycomb might look like. The book covers many different engineeringleadership roles and how one might work toward preparing for each.
These two correlated aspects make the CoPE a supremely helpful advisor to frontline teams and organizational leadership. A CoPE can only affect those deviations from plans when it is independent from leadership and can speak candidly about the good, bad, and ugly. This “common ground” makes it easier to make mountains into molehills.
At LaunchDarkly I have experienced similar intellectual honesty, one of the many facets of our outstanding engineeringculture. There are a few aspects of our company culture that I believe contribute to this, namely empowering employees’ voices and blamelessness.
Things either swing entirely out of control, or wise leadership steps in with some "process" to restore the balance. The key has been promoting a good engineeringculture that has essentially self-organized. Experience with the chaotic none-process can often lead people to believe that any and all processes are a good thing.
And for me, the big part of the success of growth was actually a step above the pure engineering architecture. It’s firstly rooted in the engineeringculture because the first Netflix employees are great people. Sergey: I think I would respond with sort of a catchy phrase from our Netflix culture deck.
“Honeycomb’s thought leadership aligned perfectly with our ethos, and we identified them as an ideal match from an engineeringculture standpoint,” shared Joel, adding, “ I firmly believe in the principle that a product should excel at one thing, and Honeycomb exemplifies that. .”
Chaos Engineering is perceived as a technical practice. The post Chaos Engineering as management practice appeared first on Xebia Blog. However, it can be leveraged as a management practice to create a safe environment for individuals and teams. It is one of the practices that an organisation can leverage to be anti-fragile.
Making sure that leadership teams are in the loop and aligned and ready to answer questions before the rest of the individual contributors get the information has been super helpful for us.”. The technical aspects of onboarding are going to happen with their teams, where leadership is really about the cultural onboarding,” Muntz says.
Its not about literally being the best product engineering org in the world. If you did this exercise with your leadership team, youd probably get different answers. So were looking for people who have peer leadership skills, who are great at teamwork , who will take ownership and make decisions on their own.
The post How to Rethink Sprint Retrospectives to Shape a Better Culture appeared first on DevOps.com. If you have been in a scrum team (or even an agile software development team), you most certainly have had or heard about sprint retrospectives or gone through them. The original intent behind retrospectives is to help the team […].
As the company outgrew its traditional cathedral-style software architecture in the early 2000’s, the leadership team felt that the growing pains could be addressed with better communication between teams. Making this transition … proved highly challenging for our business colleagues, especially culturally. But I tip my hat to them.
Adopt the most appropriate leadership type. While strong leadership isn’t always essential for making a cross-functional team work, it’s still important to consider the leadership approach. Get to know more about the Spotify engineeringculture.
If you like the ideas in the post, then why not come and join me at Navico and help us to build a highly-innovative engineeringculture and a brilliant place to work. The best thing is, this type of culture comes almost for free when you treat developers extremely well (as discussed previously).
Perhaps the most important aspect of discovery is embedding it in your culture and making it a continuous activity for leaders and for makers. Unfortunately, making continuous design & discovery part of your engineeringculture cannot be achieved in a single workshop.
The SRE team is now four engineers and a manager. Last year, I wrote How We Define SRE Work. This article described how I came up with the charter for the SRE team, which we bootstrapped right around then. It’s been a while. We are involved in all sorts of things across the organization, across all sorts of spheres.
Recently I have been reading Art of Leadership, The: Small Things, Done Well by Michael Lopp. This book is an excellent read and it covers small things that you can do to build trust and to become an authentic and true leader to your team at different stages of your leadership journey.
One thing that stood out to me this year was how much our leadership team went out of their way to make sure folks felt taken care of. At the start of lockdown, many companies doubled down on their butts-in-seats culture with Zoom surveillance and other creeptastic endeavors. It is not normal, it is not necessary, it is costly as f**k.
My favorite jobs have all been wrapped in a strong engineeringculture; one that strives to always do the right thing, pay attention to the details, avoid politics and focus on getting the best quality possible. We could mitigate against that, by voting for leadership and setting term limits to prevent people from settling in.
One thing that stood out to me this year was how much our leadership team went out of their way to make sure folks felt taken care of. At the start of lockdown, many companies doubled down on their butts-in-seats culture with Zoom surveillance and other creeptastic endeavors. It is not normal, it is not necessary, it is costly as f**k.
People also start to see you less as an individual and more as a general avatar for “management” or “leadership,” with folks in your replies sometimes taking you to task for past bad experiences with other leaders. Random people showed up in my DMs weeks later trying to sell me products and prototypes they had put together based on the tweet.)
What intrinsic motivation drivers are amongst your coworkers? People are the most critical part of an organization, and managers must do all they can to keep them active, creative, and motivated. The management 3.0 practice of talking about your Moving Motivators clarifies what motivates you and team members.
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