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Mindsets That Shape Software Delivery Team Structures
- The article discusses different mindsets that shape software delivery team structures and the importance of being deliberate about the mindset being scaled.
- It explores the Engineering Manager Model and Autonomous Cross-Functional Teams, highlighting their respective pros and cons.
- The article reflects on a conversation with an executive who emphasized the need for Engineering Managers to be highly skilled technical experts while also leading.
- It emphasizes the challenge of expecting managers to excel both in technical mastery and people management.
- The article supports the idea of having highly skilled engineers in teams but argues against making them managers, focusing instead on mentorship and technical leadership.
- It describes a model where Software Engineering Managers focus on mentorship, career development, and team growth separately from the delivery team structure.
- The article advocates for a structure that promotes autonomy, accountability, and team cohesion rather than hierarchical management.
- It highlights the success of a model that separates people management from delivery, leading to high retention rates and internal promotions.
- The article concludes by emphasizing the importance of leadership models in shaping how organizations operate and the mindset behind the chosen structures.
- It encourages leaders to build systems where teams can thrive autonomously and to be clear about the mindset they are scaling within their organization.
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