Seems like a fine description/analysis. What it amounts to seems to simply be to listen to what developers complain about, in addition to other metrics. A problem is of course that sometimes developers complain that they can't build their grand vision, regardless of how unproductive it is to customers. Also managers don't first-hand understand the importance of developers gripes. A pragmatic approach where an aspect/complaint is worked on to reduce friction etc and measure/survey improvements should inform them what's worked and what hasn't.

> To improve DevEx, teams and organizations should focus on creating the optimal conditions for flow state. Disruptions should be minimized by clustering meetings, avoiding unplanned work, and batching help requests. Leaders should also recognize that flow state depends on creating positive team cultures that give developers autonomy and opportunities to work on fulfilling challenges.

Some things that address this: no meeting Wednesdays, large meeting block Thursdays, rotating ATC (air traffic controller) for one person to handle interruptions to save the team. One thing that still happens is swiss-cheese meeting schedules starting on the hour (or half hour) and rounding up to same, which waste arbitrary-sized small gaps.