System architects (not necessarily their title) are responsible for leading system design -- emphasis on leading and on system and on design. It is challenging: these are consequential decisions with value network and sociotechnical impact. But it comes with the opportunity and scope to help engineering teams make a meaningful impact on business and engineering outcomes. This entails a shift in focus to system concerns, but is informed by and has major implications for the engineering teams.

All of which is very dense -- alternately put, unfolds in many (interrelated!) directions.

For example, "leading" has various social dimensions and implications. Fostering collaborative decision making; helping those who aren't all directly involved understand why it matters and what it means to them and others; etc. So much there there! And "system" brings in complexity, adaptive capacity and resilience, and ... you get the point. Many directions that thread and weave together.

Across-the-system role scopes (like managers and architects) are about creating a warp to the woof (*) of teams. This can be "control-ly" and sure, sometimes those are the personality types that we promote (organizationally and socially), but it doesn't have to be the case. It can be about providing teams with system-scope support, with bandwidth in the role to pay attention to strategic and system concerns. To bring attention to across the system conversations those impacted need to have.

And provide a level of expertise and experience and perspective to these system conversations and decisions. And leadership, because hard things are hard; harder when there are many people with different ideas about what the situation is and calls for...

* the weaving image is obviously imperfect, but it's fun to say warp and woof (or weft) haha.

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