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Successful engineering-led growth can only happen when the people leading dev orgs do two things:
Improve the efficiency of their engineering teams so that they focus as much time as possible on building, solving problems, and improving features.
Ensure that the work their teams spend their time on aligns with company goals.
For the first of these two mandates - improving workflow efficiency - engineering leaders already have a host of metrics, tools, and playbooks at their disposal.
The second of these two mandates - aligning engineering resources with company priorities - is often much more subjective. Leaders often rely on completing different sales-driven projects or epics to show their business impact.
What's typically missing is a high-level breakdown of the types of work an engineering org engages in, how much time & how many resources are devoted to each type, and the ability to match/adjust these resources to company goals.
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