I'm more on the operational side, but I have the same experience. I easily spend 50% of the time I spend on technical topics documenting my findings.
To us, good, structured documentation and/or well-written tickets are a crucial part of delegating a task. Practically, it is part of my job to figure out and solve hard and architectural problems, around once per problem. Then I can document it properly. After that, the bulk of the team should be able to solve this problem.
And this is producing value for our customers, because well-documented standard tasks are resolved faster. I might be unavailable due to some critical problem. But if it's a documented standard task, one of the four other guys can pick it up and resolve it quickly.
To us, good, structured documentation and/or well-written tickets are a crucial part of delegating a task. Practically, it is part of my job to figure out and solve hard and architectural problems, around once per problem. Then I can document it properly. After that, the bulk of the team should be able to solve this problem.
And this is producing value for our customers, because well-documented standard tasks are resolved faster. I might be unavailable due to some critical problem. But if it's a documented standard task, one of the four other guys can pick it up and resolve it quickly.