There's also this part:
> Three years ago [...], the process was familiar: write a proposal, get feedback, iterate, build a small PoC to demonstrate value, get a team assigned to take it to MVP, ship something fully featured and integrated with the rest of the platform six to twelve months later.
This to me smells of large, slow, very political organisation where actual work gets done at glacial pace. The increase in speed is probably not due to LLMs, rather to the fact that this person now has an excuse to present working products while before, by their own admission, they were mostly dedicated to producing corporate slop.
It’s not corporate slop, its risk avoidance. Now leaders are so enchanted with productivity they are willing to lower the risk avoidance bar. “Move fast and break things” is meta now. It was before too, but AI is giving it a fresh breath.
Yeah, and it could have been (and in many place has been) like this all the time, LLMs or not. That was my point. The change is not due to the (albeit very real) help given by LLMs, it's due to a change of attitude in management. Magically this person who used to write code once every two weeks now has time to fully focus on coding, again.
Ya. And strangely for me it’s the opposite. I went from 50% coding to 10% because coding is so much faster and it’s easier to delegate to more junior engineers. Seems like a codebases needs to be VERY technically deep to justify spending a senior+ engineers time coding all day, as opposites to problem solving and design.