Separating Commercial Software Development to its Own Department
29 March, 2019
As part of a large internal transformation program at a digital consulting firm, I was asked to lead a project to develop a strategy for better managing our software IP. Consultancies often struggle with this, as culture, structure, and finance considerations are far different from what works in a commercial software company.
I developed an operating model for a product organization, plus justifications and guiding principles to explain each challenge and what we should do differently. The plan was endorsed by CTOs across the business, and the head of the technology delivery organization, as well as other respected product leaders around the group. It was ultimately adopted not just by the consulting firm, but its parent organization, where many products would be rolled up to for use across the group.
Separating commercial software development to its own department within a larger consulting organization has a number of benefits. You can create a consistent sales message and process, keep sales independent from services, so revenue is recognized at higher margins, and better quality and consistent value is produced for clients. Internally, teams who are dedicated to product work are more productive, as they are not constantly worried about utilization and getting pulled off to work on individual clients.
Namrata Ganatra, CTO at Lambda School, delves into all aspects of helping engineers transition from an IC to a manager role.
CTO at Lambda School
Elizabeth Daggert, VP of Engineering at GuideSpark, taps into her experience of overcoming Imposter Syndrome to become an inspiring, impact-making leader.
VP Engineering at GuideSpark
Damian Schenkelman, Principal Engineer at Auth0, dissects his own efforts to become a mentor and establish a more formal mentoring program within his company.
Principal Engineer at Auth0
Marc LeBrun, VP of Engineering at Flow Kana and a co-creator of the Apple Mac, delves into the importance of understanding different personality types in the workplace and explains why the traditional Golden Rule -- treat others as you want to be treated -- doesn’t always apply.
VP Engineering at Flow Kana
Tarani Vishwanatha, Senior Engineering Manager at Scribd, shared a story where he dealt with the conflict of an upset engineer that did not get a promotion he believed he was entitled to. He explains the distinction between being the most technical and being well rounded. Vishwanatha talks about the importance of being self-aware as it's essential to career growth.
Senior Engineering Manager at Scribd
You're a great engineer.
Become a great engineering leader.
Plato (platohq.com) is the world's biggest mentorship platform for engineering managers & product managers. We've curated a community of mentors who are the tech industry's best engineering & product leaders from companies like Facebook, Lyft, Slack, Airbnb, Gusto, and more.