> First, you have to get clear on what the company is looking to get out of the project.
You are not just pleasing the executives. Assuming the company described in the article is a good company. Executives are not idiot that making impulsive decisions.
You need to be able to sense the company direction, communicate clearly, manage the risk, build the trust. This is not an easy task in a big company.
Such an awesome article IMO that explains the art of shipping in a big firm. I believe if any engs can master the skills described in the article, you will get promoted to a leadership role very fast. Of course, this might not be the path everyone loves.
There’s a really interesting article that I’d like to read about the “first” - ongoing stakeholder management through the lifecycle of the project, the product and your time there all allow you to ship effectively (as far as the org sees it at least).
Focusing on the tech and even product UX minutiae doesn’t typically get the headspace you need from senior management for rolling down tech debt, the headcountb you need to really ship useful and market leading software.
As an engineer, you can try to explain your perspective once or twice, but then you just go with what will please executives.