Engineering Strategy 2024
Mission
Driving engineering forward with a mix of solid tech, bold ideas, teamwork and strategic risk-taking to build software that makes a real difference while keeping balance between solidifying core products and exploring new ventures.
Strategy
Engineering Strategy 2023-2024: Evolving to Drive Value and Innovation
2023: Laying the Groundwork In 2023, we focused on establishing a robust foundation for our engineering department. This involved:
Assembling a cohesive and strong engineering leadership team.
Building essential frameworks and processes for rapid, high-quality software development.
Actively addressing technical debt and immediate operational challenges. While these efforts were crucial, they often diverted our attention from exploring deeper issues and adopting novel approaches to add value for our customers.
2024: Diversifying Focus and Enhancing Efficiency For 2024, our vision is to diversify our engineering resources across multiple strategic initiatives, enhancing overall efficiency and aligning with our long-term objectives. This includes:
Investing in the Known (80% Allocation)
Strengthening product-engineering collaboration, enhancing user experience, reducing false positives, and boosting productivity in product development.
Continuously supporting and innovating within our established product roadmap.
Experimentation Pod: GV Labs (10% Allocation)
Establishing "GV Labs" for rapid prototyping (POCs) in emerging and uncertain areas that could unlock new customer value.
Collaborating with senior product managers and other departments for cross-functional innovation.
Expanding beyond engineering, allowing Go-to-Market teams to rapidly prototype and engage with customers on new ideas or markets.
Taking bold risks and quickly developing alternative solutions to current problems, with successful ideas moving to core teams.
Launching initial versions of Proofreading and Automation tools for testing.
Risk Reduction & Dependency Minimization (10% Allocation)
Focusing on high-confidence ROI projects that can reinvest gains into primary and experimental initiatives.
Reducing technical debt and legacy burdens to free up resources for more impactful work.
Streamlining operations by slowing down lower-priority projects and reducing non-core development dependencies.
Improving the ratio of engineering output that drives new value for the company.
Enhancing productivity through refined developer tools and AI automation.
Our Commitment
Our goal is to transform our engineering team into a more dynamic, focused, and innovative force, concentrating solely on activities that reinforce our core value proposition. By building fewer but more impactful solutions and reducing operational noise, we aim to achieve higher productivity and drive significant value for our company and customers.
OKRs
Objective How will we measure if your department moved the needle in the mission and strategy? | Key result What is the target state? | Baseline What is the current state? | Top 3 Initiatives What steps do you plan to take to make progress? |
|---|---|---|---|
Ship with Confidence | 5000 files in GroundTruth system | 500 |
|
40h Cycle time | To be measured | ||
Weekly Deployment Frequency | To be measured | ||
Experiment with AI | 5 design review sessions with 5 beta customers |
| |
Train 50% of the Engineering team | |||
Develop 3 AI-integrated product features | |||
Implement Shape-up and betting process to deliver high-quality software FAST | Obtain 80%[TBD after baseline] collaboration score between Product-Engineering Shaping (PD survey) | To be measured |
|
Obtain 70%[TBD after baseline] collaboration score between product development and Go-to-Market teams (Go to market leadership team survey) | To be measured | ||
80% Project Delivery Success within the invested Appetite (timeline) | To be measured |
