> If your work does not benefit from current AI tooling, that is a finding, not a failing. Document why, share it with your community of peers, bring it to your manager, and work to find solutions. An engineer who can explain where AI does not yet help their work is demonstrating the judgement we are asking for...
> As a technical or organizational leader, part of your job is making sure that your team or organization is using AI to the best effect to improve delivery for customers and your business. That requires deeply understanding these technologies yourself, working with them hands-on rather than relying on what you hear, and understanding how others are using them. Sufficient understanding means you have used these tools on your production work, can describe a task where they helped and a task where they did not, and can explain that judgement to your team. Deploying AI in your organizations requires carefully balancing between exploring new and better ways to do things and investing in doubling down on the ones you already have. Judgement and care are key. As a leader, we expect you to be taking ownership of connecting the inputs and outputs in your team or organization...
> We have also found that SDEs and SDMs who are closer to their products and businesses are able to take the most advantage of AI and agentic software development. As Amazon has grown, we’ve seen some of our ICs and SDMs become less connected to their customers and business. We want to reverse this trend. We recommend that ICs of all levels find ways to become deeply connected to your customers, and your team or org’s product direction. As always, the scope and depth of this ownership will increase as you become more senior. For SDMs, we also recommend spending time making sure you’re close to your customers and business, and you’re helping the ICs in your organization to do the same...
> If your work does not benefit from current AI tooling, that is a finding, not a failing. Document why, share it with your community of peers, bring it to your manager, and work to find solutions. An engineer who can explain where AI does not yet help their work is demonstrating the judgement we are asking for...
> As a technical or organizational leader, part of your job is making sure that your team or organization is using AI to the best effect to improve delivery for customers and your business. That requires deeply understanding these technologies yourself, working with them hands-on rather than relying on what you hear, and understanding how others are using them. Sufficient understanding means you have used these tools on your production work, can describe a task where they helped and a task where they did not, and can explain that judgement to your team. Deploying AI in your organizations requires carefully balancing between exploring new and better ways to do things and investing in doubling down on the ones you already have. Judgement and care are key. As a leader, we expect you to be taking ownership of connecting the inputs and outputs in your team or organization...
> We have also found that SDEs and SDMs who are closer to their products and businesses are able to take the most advantage of AI and agentic software development. As Amazon has grown, we’ve seen some of our ICs and SDMs become less connected to their customers and business. We want to reverse this trend. We recommend that ICs of all levels find ways to become deeply connected to your customers, and your team or org’s product direction. As always, the scope and depth of this ownership will increase as you become more senior. For SDMs, we also recommend spending time making sure you’re close to your customers and business, and you’re helping the ICs in your organization to do the same...
Good.