11–20 of 896 posts
We’ll see, but right now I now see developers 24/7 hooked onto their agents and in the future we will experience a de-skilling problem which clean code, best practices, security and avoiding NIH syndrome will be all flushed down the toilet.
> I run engineering teams in Ukraine. My people lived the other side of this equation. Not the factory floor. The receiving end. With all due respect, but many european taxpayers help pay for Ukraine. I am not disagreeing on the premise of the West killing itself via systematic recessions - Trump invading Iran leading to inflation as an example - so a lot of things are going on that show a ton of incompetency both in…
AI code generators are trolls. They confidently plausible content which is partly wrong. Then humans try to find their errors.
This is not fun. It has no flow.
You could say COBOL has had this "problem" for 40 years also. That's why we need to constantly be inventing new ways of making things. The old ways are always forgotten over time. If you REALLY need something long-forgotten, then you have lazy-load it back into being at significant cost. That's the price of constant progress.
COBOL is a bad example, but higher-level languages vs. assembly is not. If you write a lot of C you really don't need to know assembly.... until you stumble across a weird gcc bug and have no clue where to look. If you write a lot of C# you don't really need to know anything about C... until your app is unusably slow because you were fuzzy on the whole stack / heap concept. Likewise with high-level SSGs and design frameworks when you don't know HTML/CSS fundamentals.
As the author says maybe AI is different. But with manufacturing we were absolutely confusing "comfortable development" with "progress." In Ukraine the bill came due, and the EU was not actually able to manufacture weapons on schedule. So people really should have read to the end of "building a C compiler with a team of Claudes":
The resulting compiler has nearly reached the limits of Opus’s abilities. I tried (hard!) to fix several of the above limitations but wasn’t fully successful. New features and bugfixes frequently broke existing functionality.
> I run engineering teams in Ukraine. My people lived the other side of this equation. Not the factory floor. The receiving end. With all due respect, but many european taxpayers help pay for Ukraine. I am not disagreeing on the premise of the West killing itself via systematic recessions - Trump invading Iran leading to inflation as an example - so a lot of things are going on that show a ton of incompetency both in…
Ukraine is "receiving money from others"? We are benefactors of the Ukrainians' bravery and sacrifices. How much money could we have not spent if Hitler had been stopped in Czechoslovakia?
Yes. https://www.eeas.europa.eu/delegations/united-states-america...
People come and go at rates that would not be sustainable in any manufacturing business.
The problem is a management pattern: removing people and organizational slack because they don’t generate immediate profit, and then expecting the knowledge to still be there when it’s needed.
Short-term cost cutting leads to less junior hiring, and removes the slack that experienced engineers need in order to teach. As a result, tacit knowledge stops being transferred.
What remains is documentation and automation.
But documentation is not the same as field experience. Automation is not the same as judgment. Without people who have actually worked with the system, you end up with a loss of tacit knowledge—and eventually, declining productivity.
AI is following the same pattern.
What AI is being sold as right now is not really productivity. In many domains, productivity is already sufficient. What’s being sold is workforce reduction.
The West has seen this before, especially in the case of General Electric.
GE pursued aggressive short-term financial optimization, cutting costs, focusing on quarterly results, and maximizing shareholder returns. In the process, it hollowed out its own long-term capabilities. It effectively traded its future for short-term gains.
The same mindset is visible today.
The core problem is that decision-makers—often far removed from actual engineering work— believe that tacit knowledge can be replaced with documentation, tools, and processes.ti cannot.
Tacit knowledge comes from direct experience with real systems over time. If you remove the people and the learning pipeline, that knowledge does not stay in the organization. It disappears.
>I read the Fogbank story and recognized it immediately. Not the nuclear material. The pattern. Build capability over decades. Find a cheaper substitute. Let the human pipeline atrophy. Enjoy the savings. Then watch it all collapse when a crisis demands what you optimized away. >In defense, the substitute was the peace dividend. In software, it’s AI. Before it was AI, the cheaper alternative was remote contract dev t…
> They can’t tell you what the AI got wrong. AI code generators are trolls. They confidently plausible content which is partly wrong. Then humans try to find their errors. This is not fun. It has no flow.