Strategic Technology Leadership
summary
Defines strategy as diagnosis, vision, coherent action and gives concrete practices: 75 engineers inside a 250-person tech org, quarterly reviews with three priorities at a time, now two-week initiative reviews after consolidating seven technical groups into one to build shared capabilities as a platform with APIs. Recommends Dora metrics, cautious use of OKRs, blocking calendar time for strategy, cites Good Strategy Bad Strategy and High Output Management, and admits earlier overambitious scope that required a course correction.
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chapters (20)
- 0:00Introduction to strategic leadership
- 1:04Defining strategy clearly
- 3:30Communicating strategy effectively
- 5:35Measuring strategy success
- 6:59Vision strategy plans and tactics
- 8:44OKRs and strategy alignment
- 10:48Breaking free from delivery whirlwind
- 12:32Strategy at different scales
- 14:16Reviewing and adjusting strategy
- 15:38Course correction and board communication
- 17:24Tailoring communication for audiences
- 19:52Strategy in decision making
- 20:53Incentivizing alignment with strategy
- 22:17Defining strategy actions
- 23:42Getting started with strategy
- 25:05Financial Times tech strategy
- 26:51Elevator pitch for strategy
- 27:53Book recommendations on strategy
- 28:58Learning from strategy mistakes
- 29:41Closing thoughts
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