W16 - Adjustments to Team Working Approaches

Reexamined the core function of weekly meetings: to ensure the team collaborates efficiently in the right direction, promptly identifies issues or risks, and resolves potential blockers. Based on this, certain elements were optimized to further improve efficiency. The sharing segment was separated and replaced with a more goal-oriented “fundamental skills mentorship” format. Biweekly quality operations were iterated to reduce ineffective inputs, increase two-way feedback, and improve effectiveness. Added more top-down information sharing, covering both business and front-end topics. The engineering fundamentals dashboard was reorganized—aligned with service tiering and business goals—to focus on key metrics and promptly reflect critical changes.

Organized a fundamental skills mentorship program for campus hires. Campus hires already make up more than two-thirds of the team, and the mentor system’s marginal effect diminishes after the first year on the job, so there is an urgent need for a scalable, sustainable development mechanism. At the same time, our senior engineers need an open forum to discuss knowledge and experience; this program aims to stimulate both directions.

Formed an engineering standards working group to ensure continuous improvement in infrastructure engineering and to have those who influence the team’s engineering evolution collectively decide our roadmap. The working group’s agenda ranges from concrete problems to sustainable infrastructure standards and the definition of engineering development paths. Start by producing results on specific issues and then expand to longer-term topics—such as how to make CRs more effective, how to advance API interaction standards with the backend, the infras package iteration mechanism, and defining and quantifying maintainability.

Established a regular communication mechanism with the three initiative leads. Focused discussions will cover the team, individual growth and performance, rumors or concerns that need attention, and exchange of management insights. Gradually build consensus to form the team’s technical values.

Shifted technical planning from a top-down model to a bottom-up model. Begin with collaborative subdomain co-creation, engage in thorough discussion to reach collective consensus, and enable all frontline colleagues to participate in the decision-making process.