Design and execute your own engineering strategy
summary
Argues engineering strategy as a cycle of decisions, experiments and bets tied to business impact, not a year‑long slogan; uses DDD for core vs supporting domains, context maps and anti‑corruption layers to reveal painful dependencies, and TeamTopologies to create a 3‑person platform team plus 2‑person enabling teams that remove handoffs; runs lean inceptions quarterly and continuous experiments, ships one product that funds change, and treats emerging strategy as the way to learn and adapt. ValueStreams
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chapters (14)
- 0:00Introduction and speaker background
- 3:57What is not a strategy
- 6:27Engineering strategy defined
- 8:13Design vs execution in strategy
- 12:10Complexity domains and strategy
- 12:35Designing a strategy framework
- 15:31Case study: Engineering team maturity
- 24:05People and culture in strategy
- 25:49Case study: Cross-team collaboration
- 30:05Context mapping and architecture
- 36:31Core vs supporting components
- 40:27Cognitive load and platform teams
- 47:30Team scope and enabling teams
- 49:14Key takeaways and final thoughts
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