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Medium
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Transforming Engineering: From Cost Center to Strategic Partner
- The article builds on the author's reflections from a previous article that focuses on crossroads in technology leadership and digital transformation.
- Leadership enters a coaching program called The Extraordinary Leader, where feedback is given on driving business results.
- Leadership should focus more on driving business results in technology-led innovation.
- Technology-driven innovation should communicate impact by adopting value stream management and transitioning to a product operating model to deliver meaningful results.
- The two pillars for transforming engineering are code is not the product, and value that code brings to the product is the product.
- The greatest challenge for a technology leader is communication, translating technical initiatives into business language, customer retention, revenue growth, operational efficiency, etc.
- Alignment between technical efforts and business priorities ensures that engineering is seen as a strategic partner, not just a cost center.
- Embedding outcomes into engineering work reflects the integration of Value Stream Management principles with the product operating model.
- Preventing layoffs begins by minimizing reactive hiring sprees, optimizing the size and allocation of the right mix of resources for added value.
- Leadership should link technology investments to business results as a way to showcase its essential contribution to organizational growth and resilience.
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