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I think this is a leveling definition that I can live with: “Managers are paid to drive results with some support. Directors are paid to drive results with little or no supervision (‘set and forget’). VPs are paid to make the plan.”

Or if I would paraphrase this: Directors are barrels (not bullets). VPs need to create the circumstances where you are ‘certain to win’.

https://kellblog.com/2015/03/08/career-development-what-it-really-means-to-be-a-manager-director-or-vp/

Alper Cugun
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Alper Cugun

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I’ve been thinking along these lines and a DNA type meeting as an informal place of leadership and sparring sound great. In our case, I think I’ll call it “Debt and Architecture”.

Slack has an interesting S-Curve based approach to adopting new technologies where they mention that getting through the trough of adoption is more like product-work than anything else.

The correct sequence is to start with a business goal, translate that into a technical strategy and have architectural initiatives follow from that.