Spiderman and engineering leaders have something in common: They both have great power and great responsibility. Engineering leadership is more critical than ever, with more than 4.4 million software developers in the United States building our experiences daily.

Leaders do more than just manage the day-to-day. They are called to influence, empower and motivate their teams. For engineering leaders, this means grappling with new challenges and opportunities as the technology landscape changes and evolves. This shift impacts how humans work, where we work, what our work looks like and how we need to be supported and seen in our roles across the board.

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Which of the following best describes how you currently monitor and manage systems across your hybrid cloud environment?(Required)

Multiple separate tools for different environments

Multiple separate tools for different monitoring and management functions

Single consolidated dashboard

Custom built monitoring and management solution

No full monitoring and management solution

Don’t know

How valuable would it be for your monitoring and management solution to incorporate predictive analytics to help you identify and address system issues that are critical and not waste time or effort working through all the data and “noise” that is not critical?(Required)

Extremely valuable

Moderately valuable

Somewhat valuable

Slightly valuable

Not valuable

How do you most typically address potential system issues BEFORE they impact your operations?(Required)

Automated workflows and playbooks to remediate potential issues as soon as they are detected

An orchestrated response process that leverages automation, AI, and human expertise to rapidly respond to potential issues

Advanced monitoring tools such as predictive analytics and anomaly detection to proactively identify and address potential issues

Respond to issues as they arise, using manual processes and troubleshooting techniques

A combination of automated remediation, orchestrated response, and/or proactive monitoring to address potential system issues

Don’t know

Other

What methods does your organization use to control and monitor cloud/IT spending?(Required)

Centralized procurement processes

Pre-approved budget thresholds

Automated cost monitoring tools

Department-level spending controls

Regular cost audits and reviews

Cloud cost optimization platform

Approval workflows for resource provisioning

Native financial operations tools provided by the cloud provider

No formal controls in place

Don’t know

Other

Please specify:

Which methods do you rely on most to detect security vulnerabilities in your systems?(Required)

Automated scanning tools

Manual assessments

Vendor notifications

Threat modeling (for early detection)

None of these

Don’t know

Other

Please specify:

What are the TWO most common ways you prioritize vulnerabilities to address within your environment?(Required)

Based on potential impact

Based on exploitability

Regulatory compliance requirements

Based on CVSS scores

Risk-based analysis of multiple factors

First-in-first-out approach

No formal prioritization process

Don’t know

How do you typically handle system updates and security patches?(Required)

Automated updates and patches

Manually review and apply updates and patches on a regular schedule

A combination of automation and manual review

Apply updates and patches on an as-needed basis.

Outsourced update and patch management

No defined process

Don’t know

Other

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Let’s dive into four challenges and opportunities that engineering leaders face and how they shape the future of software engineering.

Communication in Remote & Hybrid Work

It has been over three years since the way that we work shifted dramatically. Choosing the right fit between remote, hybrid and in-office is a challenge that companies across industries are still wrestling with. The hardest part? Communication.

There’s no doubt that the flexibility of remote work is beneficial for workers’ mental health. The 2022 State of Remote Engineering Report found that developers reported better work-life balance (64%) and less stress (48%) from working remotely. However, they also reported that collaboration and inclusion took much more effort. Although flexibility is good for mental health, it may hinder spontaneous interactions. And although in-office work fosters face-to-face collaboration, it may limit geographical diversity. Striking a balance is top of mind.

No matter what the office structure is, engineering leaders must establish clear communication channels, guidelines and regular check-ins with their teams. Engineering metrics are a great way to identify and address the wins, challenges, solutions and bottlenecks. They help leaders foster an environment that encourages collaboration, cross-functional teamwork, and knowledge sharing through regular team meetings, brainstorming sessions and collaborative projects to promote engagement and a sense of collective ownership no matter where teams and team members work.

Generative AI

Generative AI is top-of-mind for the whole world right now. It’s an exciting and potentially stressful time for engineering leaders to consider how generative AI may reshape the way we work. While there is a fear of AI replacing human roles, a more positive (and realistic) way to look at AI is by asking: What will this revolutionize, evolve, and enhance and what are the risks?

Developers are thinking primarily about the emergence of large language models (LLMs) for code creation. Leaders should consider how AI can integrate into workflows to increase development speed, accuracy and efficiency. This is also an opportunity to enhance and leverage AI for tedious tasks so developers can focus on creative projects.

Leaders must also consider the risks of generative AI. AI simply cannot replicate the complexity of the human experience, which will call for a layered approach to integrating AI into engineering teams. It also begs the question: What responsibilities do engineers have when working with AI? The benefits of streamlining, speed and accuracy may also alter what quality control and testing look like. It’s an exciting time for engineering leaders to embrace the future of work mindfully and strategically.

Meaningful Metrics and Outcomes

Engineering metrics are vital for measuring impact and outcomes to drive progress and inform decision-making. Engineering leaders must carefully evaluate and select metrics that align with their team’s objectives and adapt measurement practices accordingly. DevOps Research and Assessment (DORA) metrics are popular, serving as a jumping-off point for engineering leaders. When leaders carefully evaluate DORA metrics as applied to their team’s specific objectives and complement them with other relevant metrics, they can ensure that they capture the desired outcomes and provide a complete picture of engineering health to drive meaningful purpose.

The added pressure to deliver results while upholding developer morale and efficiency underscores the significance of choosing appropriate evaluation methods that capture the desired outcomes. But most importantly, leaders need to consider what metric visibility means and how best to offer support.

Fostering Engineering Team Health

Besides technical aspects, engineering leaders are increasingly concerned about the health and well-being of their teams. Balancing meetings, focused work time and creating a positive work environment are vital factors that contribute to developer health and productivity. Engineering leaders should consider the individuals and team when encouraging breaks, time off and flexible working hours to prevent burnout and promote overall well-being. Some teams have implemented “No Meeting Wednesdays” and similar strategies to provide dedicated time for deep work and to minimize interruptions.

Leaders should be focused on creating a culture that prioritizes psychological safety where team members feel comfortable expressing their ideas, concerns and feedback without fear of judgment or reprisal. In this fast-paced world, a leader must remember to be human first and encourage open communication, active listening and empathy within the team. Prioritizing collaboration, work-life balance and a healthy team dynamic is critical for engineering leaders aiming to foster long-term success.

Engineering Leaders Have Great Responsibility

Engineering leaders are at the forefront of shaping the future of software engineering. Balancing communication in remote and hybrid work environments, leveraging the potential of generative AI, choosing meaningful metrics and outcomes and fostering team health and well-being are critical areas they must address. By embracing these challenges and opportunities head-on, engineering leaders have the power to drive success and create thriving, innovative teams. So, let’s step up to the plate, embrace the evolving landscape of software engineering, and lead with purpose, empathy and strategic vision. Together, we have the power to shape a brighter future for the world of technology. With great responsibility comes great opportunity. Are you ready to don your leadership cape and web-sling your way to success?