CTO Craft的动态

Another day, another challenge. Has this ever happened to you? You come up with a new tooling idea to streamline workflows across the organization. You, excited, share this idea with the platform engineering team. However, the initial reaction is defensive. They begin questioning its feasibility, pointing out potential flaws, and raising concerns. This defensive stance feels like they're stacking bricks one after another, building a wall labeled 'No.' Have you ever considered that you might also be the one saying no? Read on to discover how embracing a 'Yes-First' mentality can transform your team's dynamics, encourating innovation and collaboration. https://lnkd.in/dMw-84rs ??????????

I had an insightful conversation this morning with a VP of Software Engineering at a leading digital company. ?? We dove deep into the scaling challenges they’re encountering, which seem to be a common theme in the industry right now. Here are some key takeaways that might resonate with many in my network: ? Boosting tech efficiency to fuel productivity and growth ?? Cultivating a culture and mindset that embraces 'challenging the status quo' ?? Positioning as a tech-first company to attract high performing talent Are you facing similar challenges? Feel free to share your thoughts below!

At Money Forward, transparency and open communication are central aspects of their development culture. Key to these efforts is Findy Team+. ?? By making engineering performance data openly accessible from the start, Findy Team+ empowered engineers with the tools to: ?Share internal success stories ?Promote real-time feedback ?Support individual career growth Mr. Okura, Deputy General Manager shared: "While each team is unique, there are bound to be common patterns. By addressing issues found through measurement and learning from teams with improved results, we can effectively promote knowledge sharing." If your organization values transparency to bridge information gaps or wants to cultivate a collaborative culture, check out our interview with Money Forward's engineering leaders. ?? https://lnkd.in/gy2VdVaq

I believe many early-stage founders handcuff their technical teams by being too excited. I’ll see cases where founders have developed a very detailed spec document of what they’re looking for. Sometimes, it’s 100s of pages long. Their eagerness is good. But the issue is that by going this deep this early on, they had to make a lot of assumptions. And those assumptions don’t pan out when their technical team starts building the product. And so there’s a lot of noise surrounding which path to take—the founder’s vision vs. what’s being worked on. That noise creates delays and misunderstandings. Want to get the most out of your technical resources? 1- Start with creating a rough outline. 2- Communicate the problem you’re trying to solve clearly. 3- What market it’s going to operate in. 4- Define the constraints. 5- Explain the ‘why’s behind the product or service. Create the environment for your dev team to create the product you want. Don’t try to go in and do it on their behalf before they even get a chance to start.

A wonderful and perfectly organized day (great job CTO Craft). Thanks to Laura Tacho for her many tips, ideas and suggestions and the nice conversations on the topics of product thinking and of course developer experience (esp. for larger enterprises)! Laura has many valuable things to say, worth listening to or reading if you are a tech leader. I for one find them very helpful. I resonate very well with, for example, the idea that priorities should not be classified according to "is this product or engineering". All projects should be clearly assigned to a business impact (or one of the business pillars).

Listen up! Scaling up a software engineering team ain't no walk in the park. It's like navigating through a minefield - one wrong step, and boom! You've got yourself a disaster on your hands. But fear not, I've got the winning playbook right here. Here's the deal: Rapidly expanding your software engineering squad without a solid plan spells trouble. Your company's culture could get watered down quicker than a pint on a Friday night, and productivity? Forget about it! But worry not, I've got the antidote. The solution? It's all about strategy, folks. Strategic hiring and fostering a tight-knit team culture are the name of the game. You want to scale sustainably? You've got to do it right! Ready to level up your software engineering gang? Let's do this the smart way! Don't go charging in blindfolded like a bull in a china shop. No, no, no. Let's strategise. Let's plan. Let's make sure your team grows stronger, not scattered. Feeling lost in the scaling maze? Drop me a line, and together, we'll craft a bulletproof plan for your team's expansion and growth. Don't let scaling nightmares keep you up at night. Let's turn them into success stories! Get in touch now! we are djr ???

To excel in your career you not only need technical skills but you also need people skills. Writing clean code on its own is not enough. You have to communicate with your teammates, stakeholders, and many other people. You have to understand them. You have to lead, manage, and help your surroundings thrive so that the team can succeed. You have to become a force multiplier inside the team, so you can make the people around you 10x better. There's an upcoming course from Gregor Ojstersek about "Senior Engineer to Lead: Grow and thrive in the role". As a CTO, he has a tremendous knowledge in this field worth hearing. The course starts on July 9 and there's a discount code for 25% off: EARLYBIRD. You can find the course here with some more information and FAQ: https://lnkd.in/dP7Wn3Wi Let's become better leaders and tech innovators! ??

As your company grows, so does the role of your CTO. What works at 10 employees won’t cut it at 500. Here’s how the role shifts: 10–50 employees: - Hands-on, coding, setting tech strategy - Building fast with minimal resources 50–150 employees: - Managing a growing technical team - Focusing on scalability and reliability - Streamlining processes 150–500 employees: - Becoming more strategic - Aligning tech with business goals - Managing cross-team communication Going Public: - Compliance and scalability become critical - Managing investor expectations The right CTO at 50 will not be right for 500. Sometimes, tough decisions are necessary to keep the company moving forward. It’s not personal. It’s business. If your CTO isn’t evolving, it’s time to act. Your company’s future depends on it. Thoughts?

Discovering the "Three Cs" of a company's DNA: Communication, Collaboration, and Community. Adriana Roche, Head of Talent Uncork Capital, shares how defining these core principles from the get-go can shape the trajectory of your startup. It’s about more than just onboarding; it’s about embedding a culture that resonates with every team member. A manual for success, highlighting the importance of clarity in communication, synergy in collaboration, and the strength of community. Essential insights for founders aiming to build not just a company, but a legacy. #StartupCulture #Leadership #CompanyValues #uncorkcapital

One of the hardest things founders will learn is that they will outgrow the technical team they started with. It’s a hard but necessary conversation I’ve had to have time and time again with clients. This situation happens because founders don’t have much money or experience when they start. They don’t know who they trust. So they bring in the people around them and give them big titles. As the company grows, founders will find that their technical lead no longer fits the company's vision. They cannot keep up with the pace you are setting. It’s stunting the growth trajectory of your company. That’s where an independent third party like SubcoDevs can help— With our deep experience and knowledge of how dev teams work, we identify the problem with the current technical team’s setup. We then offer solutions to founders so their company can continue to grow and scale. For example, finding new players to bring in who are more closely aligned with the company’s goals. It’s about finding the right players to fit your company’s future—not compromising on what you’re doing now to fit the players you grew with.