[tonioab]

Yes, engagement has a direct impact on the performance of individuals, and managers are responsible for creating an engaging environment - which shows why individual, team and manager performance are hard to disentangle.

Measuring development performance at the individual level is futile given the collaborative nature of the work and its complexity. Team and manager performance are more tractable.

Team performance is highly influenced by external disruptions, which is why the culture of engineering management since the 1980s has been centered around "removing blockers". Focusing on building a smooth-running operation (good hardware and software, fast code reviews, fast deployments, minimum amount of meetings, etc.) is probably what this article means by DecisionOps.

Re: managers, one formula I've used in the past (inspired by Andy Grove I believe) for managers' performance is a combination of the following: how is their team delivering ? How are they helping neighboring teams deliver as well? Do people want to work for this person (internal transfers + hiring) ? Or do people want to leave this team ?