I think for us having very experienced engineers and our leadership structure has helped protect us from that approach because they understand that it's much more nuanced than that. And if the value that engineers are producing is in large part creative, which I think so like it's a creativity kind of thing. If we're going down that creative route but you're treating the engineering team the same way that you would treat the sales team. Yeah, you're suppressing that creativity.
Matthew and Luke lead Extend’s Developer Experience team, a team that has approached their work in a way that is more forward-thinking than most. In this episode, they cover how they deliver impact at multiple levels of the organization, their journey with productivity metrics, and how they’ve made DevEx a C-level concern.
Discussion points:
- (1:40) How the DevEx team started and where it fits at Extend
- (5:08) Tradeoffs of DevEx reporting into Platform
- (6:40) The mandate and tasks they focus on
- (12:07) The impact of learning and development efforts
- (16:33) How to drive team-level improvements
- (18:44) Why developer experience is becoming more prevalent
- (26:17) How they made DevEx a C-level concern
- (30:27) Their journey with productivity metrics
- (33:10) Advice for presenting DevEx data to executives
- (34:52) The team’s experience using git metrics tools
- (48:30) Being rigorous in leveraging metrics
Mentions and links:
Connect with Matthew and Luke on LinkedIn
Other podcasts mentioned: Manuel Pais; Peloton’s DevEx survey