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"I feel like we have so much leverage and don't use it at all." Devs might have leverage. But in terms of actually contributing to the success of their company, the data seems to suggest otherwise, as far as their importance is involved. It used to be all about technical talent and product excellence. But dive deeper into reasons why tech companies fail today, and you will see all points to Marketing. Not really in sense of Advertising/Acquisition, but Marketing and Business Strategy as whole. Research, Positioning, Model, Pricing, etc.. Basically more than half startups fail because they are building wrong product for wrong market (Marketing). Less than 10% companies fail because of issues with the tech side. I am not saying devs are not important and that there aren't big differences in the quality and speed of their work, but wouldn't go as far as claiming some sort of god-like status when devs are not really where the future of the business is decided (unless it's some extremely unique technology involving product, most aren't). As Brian Balfour says, the game has changed, it's all about distribution now. That being said, I wouldn't tell a dev how should their do their job. I can only lead them in terms of what we should be working on, what part of product or what feature, but how exactly to code it? Well that's of course up to them. We don't really micromanage in our company. We just all sync on priorities and then trust each other to execute as per everyone's best judgment. But yeah, we're a tiny company. That in a sense could be an advice, go work for a startup. Corporate micromanagement is a choice. To be honest, in a larger organization, I would be probably micromanaged too, even as a non-dev, and I would fu*king hate it. Don't think devs are special in this. Not like managers understand Growth and Product work either. |