Gartner Research


Published: 12 July 2023



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  • IT部門におけるエンジニアの担当領域は、レガシー・システムの保守領域などに固定されることが多いため新しいテクノロジやプラクティスを学ぶ機会が乏しい

  • アジリティを向上させるためにアジャイル開発などの新たなプラクティスを採用しようとする企業にとって、要望のみを伝えて丸投げするビジネス部門と、依頼れたことだけをやる御用聞きのようなIT部門の、双方に染み付いた「受発注体質」が阻害要因となっている。

  • 多くの日本企業では、ソフトウェア開発の内製化の主な理由が、コスト削減と捉えられている。そこでは、エンジニアは代替の利く単なる作業者と見なされ、ビジネス価値を生み出すために不可欠な貢献者としては扱われていない。



  • リスキリング:部下やチーム・メンバーに対し、今の仕事で使ってない、もしくはまだ習得していない新しいテクノロジやプラクティスの習得に努める機会を提供すると同時に、自らも率先して新しいテクノロジやプラクティスを習得

  • 「受発注体質」の克服:リーダー自身と部下/チーム・メンバーの「御用聞き体質」を克服する。ビジネス部門の課題の洗い出し、解決策の検討に自らが参加し、部下やチーム・メンバーも参加させる。

  • エンジニアへのリスペクトの醸成:エンジニアが自社のビジネスに不可欠な存在であることを宣言し、エンジニアを尊重する取り組み (開発者エクスペリエンスの重視、エンジニアのモチベーションが高まる真に働きやすい環境の実現) に着手する。ビジネス部門などのステークホルダーにもこの取り組みを広げ、エンジニアへのリスペクトを促す。

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