Engineers should always be considering the business impact of their decisions, but it's also the job of management to create and enforce that culture at every s

Engineers should always be considering the business impact of their decisions, but it's also the job of management to create and enforce that culture at every single level. On the other hand, it is also suffocating to talented engineers to have to try and predict how their bosses would do something and emulate that instead of just doing the work, and I think this push-pull is where most engineering managers fail their employees. Too little control and the less engaged/talented engineers will make decisions that tank the project, too much micromanagement and velocity tanks. With that said, regardless of where engineering management sits on the continuum of control, outcomes will suffer if managers are just simply bad at engineering and making business decisions, which is also often the case.