Will Larson often finds himself in the familiar conversation with other engineering leaders about the pressure to increase engineering velocity driven by CEOs. Unlike sales, there is no clear lever to pull in engineering to reach targets. Larson emphasizes the lack of measures to determine individual contributions within engineering teams that can make or break progress. He highlights the frustration felt by non-technical leaders when they are told that engineering is an art, yet costs millions annually. Throughout his career at companies like Stripe and Uber, Larson has delved into lessons learned from scaling engineering teams, offering practical advice in his essays, books, and exclusive interviews. By defying conventional leadership advice and mastering the art of detailed decision-making, engineering executives can unlock their full potential and drive organizational success.
https://review.firstround.com/unexpected-anti-patterns-for-engineering-leaders-lessons-from-stripe-uber-carta/