One approach to try is to physically integrate engineering with the rest of the company. If there's engineers that work on sales tools, have them work next to the sales group. Secondly get engineers more involved in other parts of the company. If marketing is having a team offsite, send an engineer that works on that tech with the team. Get engineers involved in business-related meetings where they can learn both the culture and customers. If engineering is acting like a disorganized, isolated group in the company, it's often (in my experience) because management has created structures that keep them feeling isolated and without a sense of ownership/belonging. The later is important for feeling organized... if some engineers feel like things are too slow or too fast, it's probably because expectations are not well defined or understood. Signals are getting crossed somewhere before they get digested by engineers. Perhaps you need more experienced engineering managers who know how to best organize teams and can act to encourage the company's culture.