With knowledge of business context, an understanding of leadership’s priorities, and a strong roadmap, you can make the most of your annual planning process.
As engineering leaders, it feels comforting to know that we have so many parts of our jobs down to a science: daily standups, scripts for 1:1s, hiring rubrics, and more. However, annual planning – the process by which we define what we’re doing and how we’re going to staff it – can feel daunting.
It’s an ambiguous part of the year that can take on so many shapes, and often varies greatly across companies.