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 three subcomponents of effectiveness:
- Delivering business value through software engineering
- Driving high-impact software engineering solutions
- Leading high-performing software engineering talent
Survey results reveal five priority actions with the biggest impact on increasing effectiveness and differentiating software engineering leaders from their peers.
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