Right, you are basically saying that because the company pays you, you are obliged to just do what you are paid for, and that can be literally anything within legal boundaries and the success of the company.
I acknowledge that, and I am also pointing out that it isn't very helpful as a goal for something that is meant to be a specialized domain. Telling them to "create impact" is borderline tautological. Obviously every employee needs contribute and make the business money, but it should be up to the stakeholders and leadership to be a little more specific as to what the goals are, and let the engineers focus on doing engineering.
For example, we see a lot engineers transition to management because of this kind of expectation that running the business is always the priority. This causes a lack of domain specific expertise which is filled with new engineers, which causes a lot of inconsistencies in the software systems, which creates complexity, bugs, slows down development, etc., and this costs a lot money, just because engineering is being underestimated in favor of doing more business-centric tasks.
I acknowledge that, and I am also pointing out that it isn't very helpful as a goal for something that is meant to be a specialized domain. Telling them to "create impact" is borderline tautological. Obviously every employee needs contribute and make the business money, but it should be up to the stakeholders and leadership to be a little more specific as to what the goals are, and let the engineers focus on doing engineering.
For example, we see a lot engineers transition to management because of this kind of expectation that running the business is always the priority. This causes a lack of domain specific expertise which is filled with new engineers, which causes a lot of inconsistencies in the software systems, which creates complexity, bugs, slows down development, etc., and this costs a lot money, just because engineering is being underestimated in favor of doing more business-centric tasks.