W16 - Adjusting Team Work Approaches

Re-examined the core function of weekly meetings: to ensure the team collaborates efficiently in the right direction, promptly identify issues or risks, and remove potential blockers. Based on this, some elements were refined to further improve efficiency. The sharing segment was separated and handed over to a more goal-oriented “foundational skills mentoring” format. Biweekly quality operations were iterated to reduce ineffective inputs, increase two-way feedback, and boost effectiveness. Added more top-down information sharing, including business and front-end platform updates. The engineering core metrics dashboard was restructured—aligned with service tiers and business objectives—to focus on key indicators and promptly reflect critical changes.

Organize foundational skills mentoring activities for campus hires. Campus hires already account for more than two-thirds of the team, and the mentor mechanism shows diminishing marginal returns after the first year on the job, so we urgently need a scalable, sustainable training mechanism. At the same time, our senior engineers need an open forum to discuss knowledge and experience; we expect this program to stimulate learning in both directions.

Form an engineering standards working group to ensure continuous improvement of infrastructure engineering and to have the people who influence engineering evolution collectively decide our roadmap. The working group’s agenda spans concrete problems, sustainable infrastructure standards, and the definition of engineering development routes. Start by resolving specific issues and then progressively look farther ahead—for example, how to make code reviews more effective, how to advance interface interaction standards with backend teams, the infras package iteration mechanism, and definitions and quantification of maintainability.

Establish a regular communication mechanism with the three initiative leads. Focus on team matters, individual growth and performance, circulating rumors to watch for, and managerial experience exchange. Gradually build consensus to form the team’s technical values.

Shift technical planning from a top-down model to a bottom-up model. Begin with co-creation within subdomains, engage in thorough discussion to build collective consensus, and enable all frontline engineers to participate in the decision-making process.