> I think ICs should go in parallel with engineering management in the reporting chain: the top IC reports to CTO, next level reports to directors, etc. This en

> I think ICs should go in parallel with engineering management in the reporting chain: the top IC reports to CTO, next level reports to directors, etc. This ensures that IC’s scope of responsibilities is expanding and they have better visibility and power. That’s how it works at IBM. I’m the “responsible” party and technical leader for a couple of teams working on related projects. I report to a program director who reports to a VP. My peers are line managers and other senior tech leaders. Part of what’s great about the team that I’m in is that we ha e clear talent pipelines that show how you can matriculate upward in design, engineering, or management, and that a “band 10” of engineering is equivalent in scope, comp, influence, and autonomy to his or her manager equivalent or design equivalent. That extends into the executive ranks as well though it’s more common to find people who hold dual roles of VP and Fellow or Director and Distinguished Engineer or Distinguished Designer.