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Think More Than an Engineer

分会场:  工程文化/团队增长/绩效考核

 

案例来源 :

案例讲师

Siwei Shen

Lyft Director of Engineering

Mr. Shen is currently the Director of Engineering at Lyft running the company’s Platform engineering org. He is in charge of payments infrastructure, anti-fraud, identity management, data platform, public-api, partnerships, enterprise, global integrations, and developer relations. Backend engineer by training, Mr. Shen has 10+ years of firsthand experience in large-scale distributed systems. He is also a leading expert in the field of anti-fraud.

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所在软件研发中心介绍

Lyft engineering department has about 300 software engineers, QA, and data scientists. It is divided into 7 orgs: Infrastructure, Platform, Growth, Driver Experience, Passenger Experience, Marketplace, and Data Science.

 

 

案例简述

 

Lyft’s enterprise program requires complex cross functional collaboration involving engineering, product, design, sales, and marketing. For quite a while, each function found themselves hitting their quarterly goals yet the overall business metric failed to see significant movement.

 

案例目标

 

Lyft’s enterprise program requires complex cross functional collaboration involving engineering, product, design, sales, and marketing. For quite a while, each function found themselves hitting their quarterly goals yet the overall business metric failed to see significant movement.

 

成功(或教训)要点

 

Organizational structure often gets in the way of fast iteration of products.
Cross functional teams may not always work towards the same goal even if they are collaborating on the same project.
Organizational or functional divide is inevitable but can be alleviated by training the engineers to think more than just engineering.
Launch check-off list and pair indicators are needed to avoid accomplishing engineering goals without real business impact.

 

案例ROI分析

 

Ultimately, the goal is to move the needles. If the key business metric doesn’t improve, any engineering culture improvement is moot. For example, we use # of paid rides per engineer to evaluate our work in Lyft’s enterprise efforts.

 

案例启示

 

When engineers are empowered and trained to unblock themselves instead of waiting on cross functional teams, they get the real sense of ownership and become more motivated and ultimately more productive and innovative.

Having said all that, it doesn’t mean a project can be successful with just engineering efforts. Proper product/design/marketing/legal reviews are still required but they should never slow down the pace of iteration. Having a clear launch process is key to the smooth release of product features, and teams should follow up with ample monitoring with pair indicators.