What I’ve noticed over the decades is that performance on large teams is largely a function of systemic behaviors and culture. The larger the “team” (ie. every

What I’ve noticed over the decades is that performance on large teams is largely a function of systemic behaviors and culture. The larger the “team” (ie. everyone you have to interact with to get something built), the less any one individual’s performance matters. In particular I’ve seen situations where every single person is working hard doing their job in a defensible way, but the code base is heading towards a cliff because no one has the incentive and/or skill set to point out that the short term decisions made on either side of the engineering /product divide are steadily inching us towards a state where the code base will be too complex to add a feature or fix a bug without creating more bugs. Ultimately this type of problem has to be owned by management with support all the way up the chain in order to be solved. That doesn’t mean ICs and PMs don’t have a role in the solution, but this is why engineering management is hard and requires technical depth.