No, their internal PRs have the same problem, but they are pushing an AI narrative from the c-suite and can hide the reality of their private code bases.
The "limited ROI on AI investment" articles will continue to percolate slowly into the brains of the LinkedIn hive-mind until we hit a tipping point, and then we'll finally shut up about how a handy dev tool with some decent use-cases is the dawning of the singularity that will replace all white collar labor and get back to actually building business value.
You can get your coworkers to stop sending you slop (I've done it already on my team) but it's probably much harder to stop an onslaught of open source contributors.
Nonsense, it's easy: you just need a social process like Linux has. Patches are ignored unless you've proven yourself to somebody. Start by participating in technical discussions on IRC or the smaller mailing lists; do that for a while before you submit patches. For smaller projects: "if I don't know you, I don't merge you".
Linux's LLM policy allows AI-generated code because the project was never vulnerable to this DoS attack in the first place. They kept the social defense they've had for decades.
The killzone here is Github culture, where people decided it was normal to accept code from anonymous randoms with anime avatars. They're doomed.
Out of curiosity, do you use frontier AI dev tools on a daily basis professionally?
Let me guess: AGI is 2-6 weeks away, software development is solved, and anyone who disagrees with your enlightened perspective is a backwards-looking luddite.
No. I’m asking in good faith. I was skeptical in 2023, but took the approach of using it at least once a week, with all latest models to see the evolution. It’s obvious that the industry is moving that way, and at this point it would be a career-suicide for seniors+ to not be able to drive AI to achieve their objectives .
I’m not saying it’s good for everything, but we’ve gone very far in terms of capabilities in the last 3 years. Thinking otherwise will make me question others’ experience on how much they’ve used it so far.
your argument is basically: the industry is moving to it so we should get on board or be left behind
it would be more convincing if you had concrete examples of technical merit and quality/speed improvements that worked for you or your team that justify going all-in
That is, indeed, my argument. As much as I’ve been loving coding since the past 20+ years, basically from my childhood, I currently do it mostly for living and some side projects. I don’t care about code quality in my side projects, and at work… well, I want to keep getting raises, be employable, and support myself.
Priorities.
I don't understand the quality criticism. My 2026 professional code has much better quality than my 2025 code. Better algos, better performance, better comments, less bugs, better and more tests, better documentation, etc. What do people do with LLMs to get crap out of it ? Unless I let the agent run an entire monstruous plan and never review anything and never steer, I can never get output that could be described as slop. Bonus point: even after 25 years, I learn a lot with them, just because of their search capacities applied to a context.
I don't believe that you're asking in good faith based on the rest of your comment.
<rant>
I manage several teams of developers who use them every day professionally and use them for personal projects privately. Just last week, at the prompting of said devs, we had a working agreement conversation about curtailing the use of AI in our codebases because of rapid erosion of our teams' ability to operate, update and maintain codebases that had started to spill over with slop.
We have had multiple incidents of credential leakage, integration tests wiping live databases, comically broken code that passed vibe-written tests, documentation and code comments that were hallucinated and/or fake, and most importantly developers saying "we no longer know how this code works but it's massively bloated and unreadable and we can't tell you with a straight face that we can maintain it or fix it if it breaks." We have seen a flood of vibe-PRs from engineering adjacent teams that suddenly think they can code shipping prototypes into production that do not work do not scale and cannot be maintained. I am personally writing the tickets to decom one of those today. Which is great, I love telling business "the progress that was reported to you was a lie, this shit never worked, don't shoot the messenger but also don't let this happen again."
I embrace GenAI as a productivity tool for people who know what they are doing. It's a +10-15% velocity boost. That's great! That's a big deal, devs are expensive, and that might push some kinds of business model over the threshold into viability. That's great!
It is not, however, transforming the profession as I know it, it is rather making my job harder and less pleasant and it is making my leadership dumber by the second.
Absolutely no comment on vibe business decisions / vibe OKRs / slop reports or the host of other garbage that has started to creep into professional life. I have had to have some very uncomfortably direct conversations with peers in leadership about using complete bullshit to make decisions, and it is very, very frustrating. Do you know how hard it is to convince someone that metrics their bot hallucinated don't exist and would be meaningless if they did? You can't convince someone of something they are incentivized to not understand. It's been very eye-opening in terms of who I can trust to actually make sense when it matters. I'm grateful for the clarity.
Meanwhile we are rapidly losing brainshare from the top because our principal/staff engineers are pissed off and have the bankroll to just leave. We aren't hiring and training younger engineers to keep the talent pipeline moving. Which boy howdy is THAT going to cost us unbelievable sums of dollars to fix in the medium-term future.
I am in the uncomfortable role of trying to make the best of this but it would be a metric ton easier if the narrative from the c-suite aligned with reality in any meaningful way.
</rant>
this matches my experience at $work with others as well...
when i brought this up with my manager they just said "you need to engineer a better harness" and "aren't you cultivating your agents.md file? thats probably your problem"
which is to say, apparently we're holding it wrong...
> when i brought this up with my manager they just said "WORK HARDER, SLAVE"
<rant>
y'know, I am sincerely trying, in good faith, to let my teams guide me in how best to intentionally leverage GenAI. I'm trying to use it in good faith myself. I really do reserve the right to be wrong about it.
It's just... the problem was never the ability of GenAI to produce code that works on a superficial level. The problem was always that GenAI would push engineering teams at companies yet further away from what they were building. Generations of compilers, interpreters, frameworks and ORMs have kept pushing engineering teams out there. Cloud infrastructure has pushed engineering teams out there. Giant data analytics platforms have pushed engineering teams out there.
Engineering teams need people who love learning about how things work, but those people often have a rough time in the industry. People who are passionate about software and systems engineering, who love learning how systems work, who love diving deep into niches of reality... those people have been getting hit in the head since they entered the work force.
They're essential, and they've had decades of this crap to learn from. History has taught them (us) that businesses are really, really good at opting in to bloated, obtuse, unmaintainable solutions if some sales monkey can convince leadership that they no longer need to hire smart people who speak a language they don't understand. And they (we) are used to dealing with the consequences. Every single experiences engineer has their war stories about it.
Speaking personally:
I had a partner who worked at a startup in Seattle. They were a novice programmer. I saw what happened when their employer tried to build a Ruby on Rails stack with only junior engineers out of college. It ended horribly.
I worked as a first hire on a clean-sweep purge of a .NET team that had forgotten how to program. The company was bloated and nobody was accountable for anything for years. Then one day they get a mandate to actually build a thing for a big new online initiative. Nobody knew what they're doing. Wrappers around wrappers around wrappers of copy-pasted stackoverflow code. The company hired a hard-ass director to reboot things because nothing was getting done. He mandated a total shift to Golang/Kubernetes over .Net/some managed Microsoft stack, and said "you'll prove you can do it or you're out". I was hired because I could. I was substantially younger than everybody, but asked to write architecture docs and establish design patterns and sit on hiring panels for all the new devs. Because I don't know, I was a nerd who learned how things work and gave a shit and had somehow picked this knowledge up. They fired 8/11 of the devs on that team, as well as the project managers and the dev manager. We grew a new team behind it that was 1/3 the size and moved immeasurably faster. I hate everything about how that whole story played out. I'm not proud of that chapter of my life. I resent in particular the leadership who allowed engineering fundamentals to erode over time because it wasn't their problem.
I've worked at companies that fled to the cloud from local infrastructure. They did it with this almost insane desire to stop paying people to solve complex infrastructure problems. Balls-out, fuck these nerds who actually know how hardware works, they're weird and we're sick of them, we're going to pay Amazon a billion dollars to never have to hire them again. And then they hired some (often quite competent!) devops folks to migrate everytrhing... those people did... things got wildly expensive... meanwhile businesses locked in to stupid technologies like DynamoDB and Lambda because some insufferable sales idiot connected with a CTO in a sweat-yurt... and et voila, here we are writing the proposals to unfuck our cloud migration and return to local infrastructure. Yay CapEx. Boo OpEx. Venture Capitol batteries possibly included. Just gross incompetence by a generation of LinkedIn leadership buffoons who don't know the first fucking thing about how computers work.
I've been there. You've been there. LLMs are one more way of being there. We feel it in our bones. We have noses and we can smell. Trust was lost long ago. This shit is old. And we're really tired of it.
And this time it's especially annoying because it's big and tied in with an economic bubble and companies laying people off and general major disgruntlement. It's a really bad vibe right now for a technology leader, and if you're running a company I hope you get it, at least a little bit.
I really give a shit about being a good leader in technology and I'm really, really frustrated right now because there an almost un-navigable divide between what I believe to be true (from my experience) and the narrative I'm expected to sell. That's a hard position to be in. But I (and my peers) try our best to occupy it with grace.
</rant>
> most importantly developers saying "we no longer know how this code works but it's massively bloated and unreadable and we can't tell you with a straight face that we can maintain it or fix it if it breaks."
To anyone reading this: If you couldn't see this coming three years ago, you don't deserve your job.
> We have seen a flood of vibe-PRs from engineering adjacent teams that suddenly think they can code shipping prototypes into production that do not work do not scale and cannot be maintained.
What a nightmare. Never forget that AI is for idiots.
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