Earlier quoted context omitted.
When I was at Google I wished they had a few 'uncoders', people who made it their goal in life to leave the source tree with fewer lines of source than they found it. True story: I went to a talk given by one of the 'engineering elders' (these were low Emp# engineers who were considered quite successful and were to be emulated by the workers :-) This person stated when they came to work at Google they were given the…
Your asking us to assume that an unspoken goal in that particular software development endeavor was to not grow the total amount of code or libraries or systems, unless absolutely necessary. But was it? What if minimal system growth was a goal, but weighted at 0.5 and just get something running was also a goal, weighted at 0.99, because there was lot of money to be made with a working system.
The topic of conversation here is interviewing, and the importance of trying to develop as qualified an understanding of a potential candidate as possible in an interview. Reginald posited the 'mother of all interview questions' around the question of invention and perhaps more subtly the question of building it yourself versus leveraging the work of others.
Its a great question because it starts a lot of interesting discussions around how someone evaluates tasks they are given and allows them to talk about what tools they can bring to bear on those problems.
I related that anecdote from Google because I gave more importance in my mind to 'invention' rather than 'discovery' before I went to work at Google. Google is, in my opinion, the technical equivalent of Mecca for invention. One of the things I learned from my time there was that you could go overboard on invention. Not simply 'not invented here' syndrome, but literally lowering the barrier to creating new systems so far, that the net result is a negative rather than a positive. (Google doesn't see it that way, which I understand too, this is simply an opinion after all).
I practical terms you are absolutely correct that getting something running will have a weight. maintainability will have a weight, and maybe continuity will have a weight too. And if someone ponders those weights, gets some feedback to test their understanding of the relative importance of them, and executes based on that feedback, that is a very good thing indeed.
The person I was listening too at Google either didn't do that, or didn't understand the implications of their choices with respect to the impact on the company, or perhaps the simpler answer was they just didn't think about it. Had they thought it through, I'm sure they would have mentioned it in their talk as the talk was supposed to be about best practices and that would have been a great point to get across.