[{"data":1,"prerenderedAt":1079},["ShallowReactive",2],{"/en-us/the-source/platform/high-performing-development-teams-your-business-advantage/":3,"footer-en-us":56,"the-source-navigation-en-us":364,"the-source-newsletter-en-us":391,"article-site-categories-en-us":403,"undefined-article-hero-category-en-us":405,"undefined-the-source-gated-asset-en-us":430,"undefined-category-en-us":445,"undefined-the-source-resources-en-us":457,"undefined-article-hero-author-en-us":489},{"_path":4,"_dir":5,"_draft":6,"_partial":6,"_locale":7,"config":8,"seo":14,"content":18,"type":48,"slug":49,"category":5,"_id":50,"_type":51,"title":7,"_source":52,"_file":53,"_stem":54,"_extension":55},"/en-us/the-source/platform/high-performing-development-teams-your-business-advantage","platform",false,"",{"layout":9,"template":10,"articleType":11,"author":12,"featured":6,"gatedAsset":13},"the-source","TheSourceArticle","Regular","brian-wald","source-lp-building-a-resilient-software-development-practice",{"title":15,"description":16,"ogImage":17},"High-performing development teams: Your business advantage","Building high-performance software development teams accelerates delivery, improves code quality, and drives innovation to meet key business objectives.","https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463980/zj2aimb3oznkxhkh9l2a.png",{"title":15,"date":19,"description":16,"timeToRead":20,"heroImage":17,"keyTakeaways":21,"articleBody":25,"faq":26},"2025-03-13","5 min read",[22,23,24],"High-performing software engineering teams drive innovation by producing quality code while navigating complex organizational challenges, balancing priorities, and adapting to new technologies.","Teams with autonomy and ownership deliver more value faster, accelerating progress toward business objectives while fostering engagement that places them at the forefront of innovation.","Beyond creating software, these teams become models of excellence, spreading best practices that raise performance standards across the entire organization.","What’s the difference between organizations that consistently outpace competitors and those that struggle to keep up? The answer often lies not in their technology stack or market strategy, but in the caliber of their teams.\n\nHigh-performing teams are the driving force behind innovation and efficiency in any software organization. Their success comes from creating quality software while effectively working within complex company structures. They balance competing needs, adapt to changing technologies, and work well with the organization's diverse, often siloed parts.\n\nWhen given more responsibility and freedom, high-performing teams deliver better results in less time, helping the organization reach its goals faster. Increased ownership makes team members more engaged and motivated, often putting them at the front of innovation and leading the development of new features and products.\n\nThe benefits of these teams go beyond just the software they build. They serve as examples for other teams, sharing best practices and improving the organization’s overall performance.\n\n## Creating excellence in software teams\nThese teams don’t just happen by chance; they are built through careful planning, strong leadership, and a culture that values excellence. Engineering leaders can develop high-performing teams by following these essential strategies:\n\n### Identify your star performers\nTrack which development teams consistently exceed performance standards. Spend time with their leaders to learn how they’ve improved their processes. This also builds relationships with these teams, setting them up as examples for other teams.\n\n### Set clear, achievable team goals\nHigh-performing teams thrive when they have clear, achievable goals aligned with the organization’s vision. These goals should be specific, measurable, attainable, relevant, and time-bound.\n\n### Give teams decision-making power\nEmpowered teams are more flexible and adaptable. Give them control over decision-making processes that directly impact their work, such as choosing tools, designing workflows, and setting priorities. This creates a more effective development environment and significantly improves the overall developer experience.\n\n### Build psychological safety and accountability\nTrust is the foundation of any high-performing team, and honest communication is essential for creating a strong sense of trust among team members. Foster a culture where team members feel comfortable sharing ideas, providing feedback, and holding each other accountable. Regular team meetings and feedback sessions help teams reflect on their performance and find ways to improve.\n\n### Invest in continuous learning\nHigh-performing teams are always looking for ways to improve. Help team members develop their technical skills by providing access to ongoing training, certifications, and other learning resources. This creates valuable opportunities for team members to grow professionally, even for experienced developers who want to expand their skill sets.\n\n### Foster a collaborative environment\nCollaboration within and between teams is crucial for success. Project management tools and real-time communication platforms facilitate teamwork, document sharing, and project tracking. A collaborative environment brings together diverse perspectives to solve complex problems, fostering innovation through combining human creativity and modern technology. The most forward-thinking teams are now exploring how generative AI tools can enhance collaboration and [boost productivity in thoughtful, strategic ways](https://about.gitlab.com/the-source/ai/devops-leaders-fix-this-productivity-blocker-before-adding-ai/#-thoughtfully-incorporate-ai-into-workflows).\n\n### Recognize and reward excellence\nHigh-performing teams thrive in environments where their efforts are recognized. Establish a system for acknowledging achievements, both big and small. This could include formal recognition programs, performance bonuses, or simply public acknowledgment of a job well done. Recognizing excellence motivates teams and reinforces the behaviors and practices that lead to success.\n\n## Why high-performing teams are a strategic imperative\n[Research shows](https://about.gitlab.com/developer-survey/) that organizations that have taken steps to build high-performing software teams - such as by adopting a DevSecOps platform - see benefits ranging from faster developer onboarding to more streamlined vulnerability resolution. And all of that translates into a competitive advantage for the business.\n\nThe strategic value goes beyond immediate productivity gains. Cross-functional teams with diverse perspectives become innovation engines that solve complex problems, often identifying new market opportunities that more siloed approaches miss. Perhaps most compelling for the C-suite is the multiplier effect: when you invest in creating one high-performing engineering team, you establish a blueprint that scales as effective team practices become templates that elevate performance organization-wide.\n\nCompany culture that supports excellence and provides the right resources is the foundation upon which all high-performing software teams are built. When the entire team shares a common goal and has the autonomy to achieve it, remarkable results follow.",[27,30,33,36,39,42,45],{"header":28,"content":29},"What defines a high-performing software development team?","A high-performing development team consistently delivers quality software efficiently while adapting to complex organizational needs. These teams are characterized by strong collaboration, clear goals, empowered decision-making, continuous learning, and a shared commitment to improvement and accountability.",{"header":31,"content":32},"How do high-performing teams contribute to business growth?","These teams accelerate product delivery, improve code quality, and foster innovation, all of which directly impact time-to-market and customer satisfaction. Their ability to solve complex problems and drive continuous improvement gives organizations a competitive edge.",{"header":34,"content":35},"What role does team empowerment play in performance?","Empowering teams to make decisions about their tools, workflows, and priorities fosters autonomy and accountability. This leads to higher engagement, faster problem-solving, and more effective development cycles.",{"header":37,"content":38},"How can companies identify high-performing teams?","Organizations can track performance metrics and look for teams that consistently exceed expectations. Engaging with these teams provides insight into best practices that can be replicated across other teams to elevate organizational performance.",{"header":40,"content":41},"Why is psychological safety important for team success?","Psychological safety enables open communication, honest feedback, and shared learning. When team members feel safe to express ideas or raise concerns, it strengthens collaboration and drives innovation.",{"header":43,"content":44},"What is the connection between DevSecOps and high-performing teams?","DevSecOps platforms streamline workflows, automate security checks, and promote collaboration across development, security, and operations. This improves developer productivity and creates an environment conducive to high performance.",{"header":46,"content":47},"How can companies scale high-performance team practices?","Once a high-performing team is established, its processes and cultural habits can be shared as templates for others. This multiplier effect helps embed a culture of excellence across the engineering organization.","article","high-performing-development-teams-your-business-advantage","content:en-us:the-source:platform:high-performing-development-teams-your-business-advantage:index.yml","yaml","content","en-us/the-source/platform/high-performing-development-teams-your-business-advantage/index.yml","en-us/the-source/platform/high-performing-development-teams-your-business-advantage/index","yml",{"_path":57,"_dir":58,"_draft":6,"_partial":6,"_locale":7,"data":59,"_id":360,"_type":51,"title":361,"_source":52,"_file":362,"_stem":363,"_extension":55},"/shared/en-us/main-footer","en-us",{"text":60,"source":61,"edit":67,"contribute":72,"config":77,"items":82,"minimal":352},"Git is a trademark of Software Freedom Conservancy and our use of 'GitLab' is under license",{"text":62,"config":63},"View page 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Lee has been a software architect, teacher, professor, and educator for over 25 years. 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During her tenure with Google, she was directly responsible for the reliability, performance, and efficiency of all of Google's billion-user products and infrastructure.\n\nA long-time advocate for women in technology, Farmer earned a B.S. in Computer Science at the University of New Orleans, where she established two scholarships to help level the playing field for inclusion and empowerment in technology.",{"altText":987,"config":994},{"src":995},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463377/udmzbjjr5xrcrffdlphx.webp",{"componentName":509,"type":509},"sabrina-farmer","content:en-us:the-source:authors:sabrina-farmer.yml","en-us/the-source/authors/sabrina-farmer.yml","en-us/the-source/authors/sabrina-farmer",{"_path":1002,"_dir":492,"_draft":6,"_partial":6,"_locale":7,"config":1003,"seo":1004,"content":1006,"type":510,"slug":1016,"_id":1017,"_type":51,"title":1005,"_source":52,"_file":1018,"_stem":1019,"_extension":55},"/en-us/the-source/authors/sandra-gittlen",{"layout":9},{"title":1005},"Sandra Gittlen",[1007,1015],{"componentName":498,"type":498,"componentContent":1008},{"config":1009,"name":1005,"role":1011,"headshot":1012},{"gitlabHandle":1010},"sgittlen","Managing Editor, Blog",{"altText":1005,"config":1013},{"src":1014},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463466/r7ckb9h2zr4c2rsz3zlm.png",{"componentName":509,"type":509},"sandra-gittlen","content:en-us:the-source:authors:sandra-gittlen.yml","en-us/the-source/authors/sandra-gittlen.yml","en-us/the-source/authors/sandra-gittlen",{"_path":1021,"_dir":492,"_draft":6,"_partial":6,"_locale":7,"config":1022,"seo":1023,"content":1025,"type":510,"slug":1032,"_id":1033,"_type":51,"title":1024,"_source":52,"_file":1034,"_stem":1035,"_extension":55},"/en-us/the-source/authors/sharon-gaudin",{"layout":9},{"title":1024},"Sharon Gaudin",[1026,1031],{"componentName":498,"type":498,"componentContent":1027},{"name":1024,"headshot":1028},{"altText":1024,"config":1029},{"src":1030},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463475/h6j4nnvykzyfzgvl7txb.webp",{"componentName":509,"type":509},"sharon-gaudin","content:en-us:the-source:authors:sharon-gaudin.yml","en-us/the-source/authors/sharon-gaudin.yml","en-us/the-source/authors/sharon-gaudin",{"_path":1037,"_dir":492,"_draft":6,"_partial":6,"_locale":7,"config":1038,"seo":1039,"content":1041,"type":510,"slug":1053,"_id":1054,"_type":51,"title":1040,"_source":52,"_file":1055,"_stem":1056,"_extension":55},"/en-us/the-source/authors/stephen-walters",{"layout":9},{"title":1040},"Stephen Walters",[1042,1052],{"componentName":498,"type":498,"componentContent":1043},{"config":1044,"name":1040,"role":1047,"bio":1048,"headshot":1049},{"gitlabHandle":1045,"linkedInProfileUrl":1046},"swalters1","https://www.linkedin.com/in/1stephenwalters/","Field CTO, GitLab","Stephen Walters is Field CTO for GitLab. Stephen has been in the IT industry for over 30 years. He is an extensively experienced subject matter expert in Value Stream Management, DevSecOps, DevOps, ALM, SDLC and IT4IT, with management and consultancy experience across end-to-end IT disciplines. Currently also operating as an Ambassador for the DevOps Institute and an Influencer in the Value Stream Management Consortium, he is interested in all things DevOps. Stephen is a co-author of the Value Stream Reference Architectures white paper and is currently pursuing further research into Value Stream Management, Organizational Architecture and AI.",{"altText":1040,"config":1050},{"src":1051},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463392/g6ktk5qb4vcqc9wqjlf9.jpg",{"componentName":509,"type":509},"stephen-walters","content:en-us:the-source:authors:stephen-walters.yml","en-us/the-source/authors/stephen-walters.yml","en-us/the-source/authors/stephen-walters",{"_path":1058,"_dir":492,"_draft":6,"_partial":6,"_locale":7,"config":1059,"seo":1060,"content":1062,"type":510,"slug":1074,"_id":1075,"_type":51,"title":1076,"_source":52,"_file":1077,"_stem":1078,"_extension":55},"/en-us/the-source/authors/taylor-mccaslin",{"layout":9},{"title":1061},"Taylor McCaslin",[1063,1073],{"componentName":498,"type":498,"componentContent":1064},{"config":1065,"name":1061,"role":1068,"bio":1069,"headshot":1070},{"gitlabHandle":1066,"linkedInProfileUrl":1067},"tmccaslin","https://www.linkedin.com/in/taylormccaslin/","Group Manager, Product - Data Science","Taylor McCaslin is the Product Lead for AI/ML at GitLab, where he is responsible for leading the team of product managers who manage the AI Powered and ModelOps stage groups and sets the vision and direction for how to empower GitLab users to leverage data science as part of their DevOps program. Prior to joining GitLab, he held positions at Indeed, Duo Security, and WP Engine.",{"altText":1061,"config":1071},{"src":1072},"https://res.cloudinary.com/about-gitlab-com/image/upload/v1751463427/trfasilaeasosxfcxmsm.jpg",{"componentName":509,"type":509},"taylor-mccaslin","content:en-us:the-source:authors:taylor-mccaslin.yml","Taylor Mccaslin","en-us/the-source/authors/taylor-mccaslin.yml","en-us/the-source/authors/taylor-mccaslin",1753981653379]