March 2025
Intermediate to advanced
362 pages
10h 8m
Portuguese (Portugal, Brazil)
Content preview from A cartilha do executivo de engenharia
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Capítulo 13. Trabalhar com o teu CEO, colegas e engenharia
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Há tantas histórias sobre contratações um novo executivo que chega e causa estragos. Já vi líderes de engenharia que começam com uma migração gigantesca e condenada, líderes de marketing que aceleram as despesas até que seja necessário um ciclo de despedimentos e vários executivos que são despedidos no seu primeiro mês. Quando as pessoas contam estas histórias, elas são quase sempre enquadradas como o fracasso dos executivos individuais, mas estes cenários acontecem com tanta frequência que acredito que há um desafio estrutural subjacente, para além dos erros individuais. Felizmente, a armadilha estrutural que aprisiona muitos executivos pode ser evitada reconhecendo as dificuldades inerentes e navegando nelas com uma abordagem deliberada.
Quando um novo executivo de Engenharia é contratado, normalmente é trazido por um CEO que acredita que a função de Engenharia está a ter um desempenho fraco. Quando falas com os membros da Engenharia, eles provavelmente terão uma perspetiva diferente, potencialmente que o CEO continua a mudar de direção com demasiada frequência. Quando falas com os executivos da mesma área e com o conselho de administração, vais ouvir uma terceira e uma quarta narrativa sobre o que está a acontecer. Quando os novos executivos falham, pensam que estas são perspectivas opostas, quando ...
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