Assuming it is accurate, the logical conclusion is that the race is over. The management can get their $result and fast. Now, whether it is good or bad, is a separate story, and only time will tell whether they will be forced to learn anything. Right now, the expectation is to push for results and management seems to ascribe current set of failures to: people not embracing AI enough.

That's not true as a simple statement, many business people really do care about quality and process, and you may find you care much more about them than you think.

How often have engineers decried yet another rewrite that some project is doing? Or talked about "over-engineering" something that isn't needed, or that another person in a team has setup a full kubernetes gitops thing that's glorious to them but you just want to scp a go binary and be done with it?

I've seen truly excellent engineers hit this issue, I worked in a team years ago and people disagreed on the approach to take on a new project. So we all made a prototype and presented it, so we could pick a direction. There was a requirement that it be done in ruby since that was the language most of the developers were most fluent in. One of the engineers, remarkably smart, wrote a lisp interpreter in ruby so that technically it'd be "in ruby" but have the benefits of lisp.

He cared about the quality and process in one area. Deeply. However focussing on that would be at the detriment to the rest of the actual product we wanted to ship. If you considered the quality of the product as a whole and the process at the level of the organisation, you'd do something very different.

Now, none of this means all business people are good at this or long term vision or anything, just as it doesn't mean all engineers have a very narrow focus. But I've seen engineers focus on the quality or engineering of some component without looking at what it is you're actually trying to achieve as a business, and so push for a worse overall process and lower "quality" result. It's the same sort of disconnect that leads a lot of engineers to rail against meetings and PMs that slow them down without seeing from the other side that it's often better to build the right thing more slowly than the wrong thing more quickly.

Yeah, they are good at applying generic patterns, but often it can be overkill/YAGNI that lead to more maintenance work in places that are fine with a much simpler/straightforward solution. But this is what the engineer can decide and with LLMs they wont be forced to make the trade off because it takes longer to build, but rather whether it is really necessary or not.