On average, software engineering leaders tend to allocate more time than they would like to more tactical activities like managing the team, managing processes and tools, and overseeing development initiatives. As a result only 9% of software engineering leaders excel in all 3 subcomponents of effectiveness:
- Delivering business value through software engineering
- Driving high impact software engineering solutions
- Leading high performing software engineering talent
Survey results reveal 5 priority actions with the biggest impact on increasing effectiveness and differentiating software engineering leaders from their peers.
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