Any advice for software leaders who are struggling to define engineering’s role vs. product’s role? How can they get clarity on departmental roles and responsibilities?

Start by defining roles clearly, documenting them, and sharing with the team. We use the RACI matrix—Responsible, Accountable, Consulted, Informed. Product should focus on defining "what" and "why," while engineering should work on "how" and "when." Aligning and documenting these roles clearly will help.

We don't have to make this complex. Product focuses on the "what" and "why," while engineering focuses on the "how." Regularly reviewing roles and responsibilities, perhaps quarterly or every semester, ensures alignment and prevents overlap. This helps maintain clarity in responsibilities and accountability.

This is a tricky area. Software leaders need to understand role clarity. Product owners are responsible for stakeholder management and understanding requirements—the "what" and "when." Engineering leaders should focus on bringing engineering standards, best practices, and skill grooming to the team—the "how." Product owners drive the day-to-day work, while engineering leaders manage people skills and career growth. Clarity between these roles will ease the delivery model and shared accountability. Engineering leaders should also mentor and coach engineers to build their skills and career growth, supporting mobility within different areas.