Words like 'clean', 'elegant', 'well-structured', even SOLID are qualities of objects we want to consider at a distance, like statues or paintings. They are words of repose and reflection. You know: business death.
Here's an example from this essay:
"There is a reason good code is considered to be a form of poetry. It's elegant, clean, easy to read, and fun to write. These are all exceptional qualities that we should strive for every single day."
Try telling a product manager or CEO or other stakeholder how 'clean', 'easy to read', or -- God forbid -- "fun!" your code is, and watch their eyes roll back in their head. (I exaggerate for effect.)
These ideas make sense to us as developers because that's what we spend our entire day doing: considering, reflecting and thinking about code. But I think what we should be talking about is the inherent speed of the codebase. I'm not talking about my velocity as a developer, or the velocity of the team and how many story points they deliver per sprint, but the inherent velocity of the codebase as a function of its technical debt. Codebases, from a business standpoint, should not be "clean" or "dirty", but rather "fast" or "slow".
Technical debt should be surfaced to the stakeholders using language that conveys the dollar value, the fiscal liability, of technical debt. The most accurate way to describe that and show how debt is slowing your team down, is to talk about its inherent speed.
"Our codebase is getting slower" makes business sense to a Product Manager. "Refactoring this will make our codebase faster" is a phrase that conveys the worth of initiatives that otherwise seem to have no immediate effect on the bottom line.
All of the tools and agile methods we have talk about velocity in terms of what a team is delivering, and can parse that down to the sprint and developer level. But in my experience, the most significant contributor to a team's relative speed is the (intertia|speed|velocity|momentum) of the codebase itself, as a function of its technical debt. I think we need to start using language that intuitively and constantly surfaces the dollar value of technical debt to the stakeholders, so that "just ship it!" no longer sounds like a sound business strategy.