The last years have reshaped the career scale in the technology industry, in particular in fields such as software engineering, data engineering And data science. AI Generative introduced new powerful tools for technical roles, and the rise of “super IC” has coincided with more flat organizational structures. Many companies have reduced intermediate management layers. In fact, American public companies have Cut these roles About 6% from the pandemic peak, reflecting a change to lean hierarchies and greater autonomy for technical professionals.
3 reasons to consider a career in technical management
- Possibility to influence the technical and AI of the company.
- The skills and management of people remain vital in the AI era.
- Chance to always engage in technical work with AI.
Despite these changes, the technical roles that reach or influence the C Suite C remain rare. So, if you plan to continue a management path in technology, the question is more relevant than ever. Let’s decompose it.
How technical management changes with AI
The role of technical management has evolved in two key ways with AI:
Manage AI and Engineering
Traditionally, technical managers were responsible for the delivery of the quality code in time. This involved management engineers, their work and their motivations. Now, with an AI or assisted diet Coding / data toolsManagers must supervise the AI and Engineers system by guiding the tools to be used when, and establish standards and Guarotler for assisted coding ai. If the AI is integrated into the solution, the technical director is also responsible for ensuring that the AI models Perform and are connected to the right data pipelines.
Held at various productivity measures
For decades, technical managers were evaluated at the speed at which their teams have dispatched the features and the code. With companies like Microsoft sharing That 20 to 30% of their code are written by AI, these managers are now evaluated by the measure where they can integrate AI tools to carry out the productivity of the team, as well as the profitability that they can be profitable with the balancing of engineering flow and the cost of IA services.
Why should you always consider a role in technical management
Although AI has moved the responsibilities of technical managers, they always have an essential role to play in the team. If you are on the closure to go from an individual contributor role to a management position, here are some factors that you should consider:
1 and 1 People’s skills are always a central advantage
No matter how much technology is evolving, learning to work with, influence and grow, people are essential. Most companies do not work with one or two employees, and that does not seem to change in the future. If you want to evolve the impact between teams, functions and geographies, you need to know how to relate to people and bring them with you. This is where technical managers shine.
2. AI strategy needs leadership
In many organizations, you will see one of the two things: either individual contributors (ICS) want to use AI tools, or they build products led by AI and find it difficult to gain ground with leadership, or managers put pressure for AI productivity gains without clear plan. In the first case, managers become a key deck to present IA ideas / prototypes to senior leaders and demonstrate them the return on investment. In the latter case, managers can help employees get comfortable with AI through learning equipment, AI champions within the teams, etc. As well as align efforts through the functions, ensuring that resources are judiciously deployed. If you want to help direct your organization through AI, management is always a very good way to do so.
Why you might not consider a career in technical management
1. Intermediate management is narrowed
Since 2022, there has been a notable contraction in management strata, in particular in large technological companies. The pressure to be lean and fast means some Intermediate management roles are increasingly vulnerable. If you are managing without a clear value proposal, such as your domain expertise or your management of various teams, etc., you can find yourself being dismissed.
2. Individual contributors have an unprecedented opportunity
Software engineers and data scientists should today do much more than code or analyze data. Many build end -to -end solutions, llmsDesign a robust infrastructure and even shape the management of the product. For highly technical professionals who thrive on problem solving, staying on the IC path can offer more possibilities for in -depth concentration and technical growth.
Why the line between IC and manager becomes blurred
Today’s technical professionals should often juggle several roles, including code writing, team mentoring, formatting strategy and defense of new solutions. The roles becoming more fluid, the question is not only “should I become a manager?” But rather:
What am I only good in relation to my peers?
- Are you the person who constantly resolves the most difficult technical challenges and built evolutionary systems, while helping others do the same?
- Or, are you that teammates count to stimulate consensus, influence decisions and navigate organizational dynamics?
The two paths are valid. The key is to recognize your edge and double it without completely abandoning the other side. You will be better placed to succeed from a place of your unique forces and contribute to the organization with this approach.
If your strength lies in the technical resolution of problems, consider staying on the IC path while widening your influence. Clear the ideas clearly, supervise the others and continue the impact of a “10x engineer” – someone who not only offers exceptional work but raises the performance of the whole team. Stay up to date in your technical discipline and explore how AI tools can improve both your process and your outing.
On the other hand, if you choose the management, do not completely move away from technical work. Roll your sleeves if necessary. If your team loses a key contributor, get confident. This practical credibility reinforces not only confidence, but strengthens your value. Managers who can answer technical questions on site without always counting on a senior IC gains sustainable respect and influence.
Skills to be developed for technical management and IC roles
Whether you continue to manage or deepen your IC expertise, some skills are now table issues:
- Stay near technology: You don’t have to create all the features yourself, but you need to understand how it works and how it creates value. Continue constantly on yourself on new products and best practices, including generative AI, and think about how it can be applied within your business.
- Think strategically: Know the priorities of your team, the business model of your business and how your work fits into the situation as a whole. For technical roles, this also includes understanding your System architecture,, Data warehouse design and engineering tools, etc. as well as the objectives of your management to evolve or achieve the other business objectives of the company. Even better, have an opinion on how technology can be introduced into the next generation of the company.
- Act as a leader: It is not only a question of titles but also of influence, responsibility and initiative.
The career scale may no longer be a scale at all; It could be a network, a jungle gymnasium or something else. In fact, as AI agents emerge, the borders between IC and manager can continue to blur, because we will all be “managerial” agents who can make more and more.
The key is to remain adaptable. The future of technical careers will not be decided by rigid paths, but by your ability to continue to learn, direct and give an impact, whether by code, strategy, AI or people.
