Nicole Forsgren: evaluation

Transcript context

…Let me push on that and... I'm curious just what are the most common things people do. If you're just starting on, "Okay, we need to focus on engineering experience," what do you find are the most... two or three most common improvements companies need to make? I'll say, I'll kind of echo that process, there's almost always a process that can be improved and that can be improved without a lot of engineering lift or a lot of engineering headcount. Most large companies, in particular, have something that is several, several steps. It's the way it is because it's the way it is, but that's no longer the way it is. And even small companies sometimes is just a little too YOLO, and you don't know what it is and you're kind of chasing everyone around. So if you can create a very lightweight process, that can also be helpful. That can be one of the best places to start, especially if you have limited exposure to the whole rest of the org. Sometimes just a team process can help. I will say from a business leader's standpoint, a lot of what you can do is provide structure and support for this organizational change. Communicate what you're doing, communicate what the priorities are, communicate why this is important, to celebrate wins. Because if folks try to do this, just like a one-off side fully-isolated project, it's really challenging to get some good momentum, to get people to care, and to get them stay involved. Because it feels like it's just another internal project that isn't going to matter or that isn't going to get celebrated, but it has these huge upside potential returns for the business. It's interesting, what I'm hearing here is nothing about tools or technologies. It's not like move to this cloud, it's not like install this new deployment system, it's processes and people and org and morale.…

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