How to Navigate New Technology Expectations in Software Engineering Leadership

Technology is evolving very quickly but I don't believe it's evolving as quickly as expectations for it. This has become increasingly apparent to me as I've engaged in conversations with Code Climate's customers, who are senior software engineering leaders across different organizations. While the technology itself is advancing rapidly, the expectations placed on it are evolving at an even faster pace, possibly twice as quickly.

New Technology: AI, No-Code/Low-Code, and SEI Platforms

There's Generative AI, such as Copilot, the No-code/Low-code space, and the concept of Software Engineering Intelligence (SEI) platforms, as coined by Gartner®. The promises associated with these tools seem straightforward:

• Generative AI aims to accelerate, improve quality, and reduce costs.
• No-code and Low-code platforms promise faster and cheaper software development accessible to anyone.
• SEI platforms such as Code Climate Velocity enhance productivity measurement for informed decisions leading to faster, efficient, and higher-quality outcomes.

However, the reality isn’t as straightforward as the messaging may seem.

• Adopting Generative AI alone can lead to building the wrong things faster.
• No-code or Low-code tools are efficient until you hit inherent limitations, forcing cumbersome workarounds that reduce maintainability and create new challenges compared to native code development.
• As for SEI platforms, as we've observed with our customers, simply displaying data isn't effective if you lack the strategies to leverage it.

When I joined Code Climate a year ago, one recurring question from our customers was, "We see our data, but what's the actionable next step?" While the potential of these technologies is compelling, it's critical to address and understand their practical implications. Often, business or non-technical stakeholders embrace the promises while engineering leaders, responsible for implementation, grapple with the complex realities

Navigating New Technology Expectations and Realities

Software engineering leaders now face increased pressure to achieve more with fewer resources, often under metrics that oversimplify their complex responsibilities. It's no secret that widespread layoffs have affected the technology industry in recent years. Despite this, the scope of their responsibilities and the outcomes expected from them by the business haven't diminished. In fact, with the adoption of new technologies, these expectations have only increased.

Viewing software development solely in terms of the number of features produced overlooks critical aspects such as technical debt or the routine maintenance necessary to keep operations running smoothly. Adding to that, engineering leaders are increasingly pressured to solve non-engineering challenges within their domains. This disconnect between technical solutions and non-technical issues highlights a fundamental gap that can't be bridged by engineering alone—it requires buy-in and understanding from all stakeholders involved.

This tension isn't new, but it's becoming front-and-center thanks to the promises of new technologies mentioned above. These promises create higher expectations for business leaders, which, in turn, trickle down to engineering leaders who are expected to navigate these challenges, which trickle down to the teams doing the work. Recently, I had a conversation with a Code Climate Velocity customer undergoing a significant adoption of GitHub Copilot, a powerful tool. This particular leader’s finance team told her, "We bought this new tool six months ago and you don't seem to be operating any better. What's going on?" This scenario reflects the challenges many large engineering organizations face.

Navigating New Technology Challenges and Taking Action

Here's how Code Climate is helping software engineering leaders take actionable steps to address challenges with new technology:

1. Acknowledging the disconnect with non-technical stakeholders, fostering cross-functional alignment and realistic expectations. Facilitating open discussions between technology and business leaders, who may never have collaborated before, is crucial for progress.
2. Clearly outlining the broader scope of engineering challenges beyond just writing code—evaluating processes like approval workflows, backlog management, and compliance mandates. This holistic view provides a foundation for informed discussions and solutions.
3. Establishing a shared understanding and language for what constitutes a healthy engineering organization is essential.

In addition, we partner with our enterprise customers to experiment and assess the impact of new technologies. For instance, let's use the following experiment template to justify the adoption of Copilot:

We believe offering Copilot to _______ for [duration] will provide sufficient insights to inform our purchasing decision for a broader, organization-wide rollout.

We will know what our decision is if we see ______ increase/decrease.

Let’s fill in the blanks:

We believe offering Copilot to one portfolio of 5 teams for one quarter will provide sufficient insights to inform our purchasing decision for a broader, organization-wide rollout.

We will know what our decision is if we see:

• An increase in PR Throughput

• A decrease in Cycle Time

• No negative impact to Rework

• No negative impact to Defect Rate