When I was handed the keys to the engineering organization at my previous company, I did what I knew: I jumped in head first and focused on the architecture and code. And I thought I was doing a great job. We successfully scaled the platform to handle a massive influx of traffic, delivered features (mostly) on time, and had several extremely satisfied enterprise customers. But there was always a sense of misalignment and distrust in our executive meetings. We struggled to agree on strategy and priority. Requirements were ambiguous and couldn’t be clarified. Delivery expectations were kept hidden and artificially padded without collaboration. We were successful, but something was preventing us from becoming a well-oiled machine.