General Motors’ Post

We're excited to announce a new opportunity within our Automotive Software team! We are currently looking to hire a Senior/Staff Product Manager who will be primarily responsible for driving Automotive Display and GPU. This role will report directly to me. If you can show industry expertise in Display and GPU technology, we would love to hear from you! Experience in Automotive Software Engineering concepts, JIRA, CodeBeamer will be a bonus. Apply now: https://lnkd.in/gt_-YmRA ID: 3062803 Overview: The successful candidate will help to define and drive automotive-specific multimedia technology (internal IP, external/3P IP, Silicon, Software) product roadmap within Qualcomm’s Automotive business unit. 1) Working with Core Multimedia Technology Product Management teams to leverage existing technology roadmaps as well as aligning and contributing new requirements for future SoCs and shared SW Architectures, specifically: o   Display o   Graphics o   Audio, Video, VIRT I/0, Hypervisor, specific dependencies for Display & Graphics 2) Coordinating primarily display/gpu and related technology features across hardware & software roadmaps for Automotive BU paying consideration to: •   A portfolio which can be leveraged by OEMs, Tier1s and ISVs in the Automotive eco-system •   Ability to work with eco-system partners to provide scalable software offering to customers •   Flexibility within portfolio to respond to changing needs of Digital Cockpit, ADAS, Safety, Automotive Security and Connected Car software requirements  3) Working with core technology product teams and working with leading 3rd party/external technology providers/ecosystem to develop long-term trusted partnerships & solutions to foster roadmap, interface & technology alignment over lengthy automotive product life-cycle: •   Identify & co-ordinate mutual functional-safety requirements with 3rd party visual & display partners Key Responsibilities: •   Collection and Prioritization of Product Requirements, Feature Requests and Software Products to ensure key customer milestones are met in an optimized and efficient manner. •   Generation of the business case associated with any proposed software product •   Working with core multimedia technology management, automotive chipset product management, business development, eco-system management, engineering, program management, customer support and marketing teams to ensure timely and cost-effective delivery of customer SW releases and Proof of Concept & Demo products for internal and external use. •   Working with the Legal, Contracts, Engineering and business support teams to ensure that the necessary in-sourcing and out-bound licensing and SOW agreements and processes are in place to efficiently work with partners, customers and suppliers - including collection and generation of comprehensive documentation of 3rd Party, Proprietary and Open Source Intellectual Property. The preferred location for this position would be in San Diego, CA.

I've seen many teams relentlessly chase after top-tier engineers, believing their job is done once they've made the hire. However, they quickly learn a crucial lesson: no matter how exceptional your engineering team is, their true potential can only be realised if they're given a worthwhile and meaningful product to build. #product #vision

Saw a clip where CEO of Nvidia talks about how he strongly discourages 1:1 and it really captured my attention. I was curious. Context, he has 60 direct reports and he doesn’t do 1:1s with them (see the interview here: https://lnkd.in/gwc4kRxn) I am in no position to question the organizational structure of one of the most high-profile companies in the world now. What this clip did was make me reflect upon the purpose of my 1:1s. His points were: 1. By having 60 direct reports, he’s removing around 7 levels of reporting lines. I suppose, he valued speed and efficiency in decision making and execution. 2. There’s nothing he’s saying that should only be heard by 1 - 2 people but not the rest of them. Seems like he values transparency. 3. Feedback will be given in front of everyone because we can all learn from each other. It’s best to learn from others’ mistakes than your own. I suppose he values learning together. 4. He doesn’t impose this on his team but he strongly discourages 1:1. I wondered, beyond talking about business strategies and giving feedback for growth, what’s the purpose of 1:1? For me, 1:1 is an opportunity to: -  Check-in on their well-being -  Listen to my team member - what concerns them, what help they need, what is exciting to them - Talk about their career aspiration - Coach them on their thinking - Get feedback on what I can do better to support them I asked myself, can’t I do these in public? Some yes, some no. I think that certain discussions are still best held in private, where one feels emotionally safe to share. There’s no one size fits all. Different culture and different teams require different model. So, what is the purpose of 1:1 to you? Do comment below.

What are your thoughts on 1-1? How often do you have it? Share your views.

The CEO of Nvidia's approach to 1:1s, where he discourages them in favor of transparency and collective learning, challenges traditional management practices. His perspective highlights several key points: 1. **Efficiency in Decision Making**: With 60 direct reports, reducing layers of reporting speeds up decision-making processes, emphasizing agility and quick execution. 2. **Transparency**: By avoiding exclusive 1:1s, he fosters a culture of openness where information is shared with the entire team, promoting transparency and alignment. 3. **Learning Together**: Feedback and discussions are conducted openly, encouraging collective learning from each other's experiences and mistakes. While these points are compelling, the traditional purpose of 1:1s remains significant for many: 1. **Personal Connection**: 1:1s provide a private space for leaders to check on their team members' well-being, understand their concerns, and support their career aspirations. 2. **Individual Coaching**: Private settings allow for personalized coaching and development, where leaders can delve into specific challenges or opportunities tailored to each team member. 3. **Feedback and Improvement**: Honest, constructive feedback is often best delivered in a private setting to maintain trust and respect, enabling individuals to grow without public scrutiny. Ultimately, the purpose of 1:1s varies based on organizational culture, team dynamics, and leadership style. While some discussions can indeed benefit from public transparency, the emotional safety of private conversations often fosters deeper trust and more open communication. In conclusion, while Nvidia's CEO challenges the norm with his approach, the effectiveness of 1:1s lies in their ability to balance transparency with personal connection and development, tailored to the needs of the team and the culture of the organization. #LeadershipInsights #TeamDevelopment #ManagementStrategies

🚨 Calling all Graduates! Tesla released its Product Engineer role. Here's what you need to know: ⚙ Located in Cupertino, CA ⚙ Full-time pay is ~$72,000-$190,000/yr ⚙ Full-time(40hrs/week) So if you have a proactive mindset, with a bias toward taking action based on available information and the ability to work through ambiguity And have strong analytical skills with the ability to query and interpret data, trends, and algorithms Then consider applying to Tesla now! Here's the link 👇 https://lnkd.in/gyhe_6nE You got this! ＿＿ Found this useful? Consider re-sharing 🔁 and following me Mark Benliyan for more content like this! #newgrad #tesla #coding #softwareengineering

WoW, truly refreshing take on 1:1s. This may actually be relatively easier with senior leadership but entry/mid level may still need 1:1 coaching to improve their performance. But I agree it must be a great way for senior leaders to share same room and learn from one other. This will also cut down exponential communication that otherwise leaders will have to do to keep their orgs consistent with company wide strategy.

1:40 - that’s the ratio I advise between engineering leaders and their followers. This video calls out one of the biggest reasons leaders have for keeping their follower count way too low - one-on-ones. An assumed piece of “common wisdom” that’s simply not helpful. Hierarchy is a problem definitely - but the overly small team also makes the leader too tactical. It rewards micromanagement with results. And micromanagement is death to a software team. If you have more than 40 engineers and your engineering leaders have fewer than 40 direct reports, it’s time to consolidate.

Insightful. Managerial paradigm shift. It sure does feel bad if you're on the receiving end of "The top management wants YOU to work on this" when they could have told you directly. + information distortion or communication breakdown, + office prejudices and politics in certain work environments. I would ascribe to this thought, largely!! Reducing hierarchy silos.

Personal Opinion: 1:1 is a great way to interact with your employees on a personal level while maintaining professional boundaries. It makes individual team members feel validated and heard and can be a great morale booster. Regular 1:1 meetings can help managers view employees as individuals with unique needs and feelings, rather than just as parts of a larger system.