Management Theory for Engineering Organizations — Can Emotional Development and Revenue Numbers Coexist? — Shigeru Urushibara
summary
Discusses engineering management based on Ericsson’s 10,000‑hour idea and studies on motivation: prioritize intrinsic motivation, deliberate practice, growth mindset and output‑focused learning. Describes a 2006 company experiment that removed sales targets and the sales organization, accepted only truly committed clients, and promised full‑swing delivery, which led to stronger developer growth and sustained revenue and profit increases. Recommends calibrated rewards, continuous external feedback, and involving engineers directly in business conversations.
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chapters (16)
- 0:00Introduction
- 2:10Balancing business and team goals
- 6:50Passion in engineering
- 10:04Science of top performers
- 13:43Intrinsic motivation vs rewards
- 17:57Money’s impact on morale
- 20:08Growth mindset for engineers
- 23:25Memory and learning
- 27:19Learning from output and feedback
- 31:12Protecting passion from pressure
- 33:26Business beyond numbers
- 37:08Respect and shared passion
- 39:39Influencing business culture
- 40:22Case study: Removing sales targets
- 42:28Engineers leading change
- 43:51Q&A
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