As we move into 2026, establishing a clear engineering vision and strategy is essential. Managers and senior individual contributors (ICs) play a key role in setting strategic goals, but buy-in from the team is what drives execution. To foster this buy-in, the strategy must be relevant and address real challenges the team faces. It’s important to engage team members early in the process, ensuring they feel a sense of ownership over the initiatives. This can involve gathering feedback through surveys, “lean coffee” sessions, or requesting one-pagers that outline opportunity areas. Once input is collected, it should be analyzed to identify key themes and prioritize initiatives. Richard Rumelt's concept of a "diagnosis" provides a framework for understanding current challenges. Data from surveys can quantify satisfaction gaps, while feedback from meetings can highlight pressing topics. Even if some input isn't directly incorporated into the strategy, acknowledging it is vital. Teams need to see how their contributions influenced the final plan, which builds trust and connection with leadership. Effective communication of the strategy is the next step. Starting with the rationale behind the initiatives helps frame the goals. For example, reducing build times from over an hour to under a minute can resonate with engineers, as it directly impacts their workflow. Transparency in showing how the strategy was developed, including the frameworks and analyses used, reinforces trust. Providing context around each initiative helps teams understand their roles and encourages participation in moving the strategy forward.