A typical example of trying to add a new significant capability involves many meetings (days, weeks, months, etc. )with the business to understand how their work flows between systems X, Y and Z as well as all of the significant exceptions (e.g. we handle subset A this way and subset B that way, but for the final step we blend those groups together, except for subset C which requires special process 97).
Then with that understanding comes the system solutioning across multiple systems that can be a blend of internal system or vendor's system, each with different levels of ability to customize, which pushes the shape of the final solution in different directions.
There is certainly value in speeding up coding, but it's just one piece of the puzzle and today LLM's can't help with gathering the domain information and defining a solution.
I'm not saying this is the correct thing, but companies are implementing it and it is "working". I don't think keeping our head in the sand is helping.
But the LLM is not aware of how the business works and why, so someone needs to work with the business to extract the information. Typically it's not well documented.
Are they reasonably documented/audited/put into any sort of version control like a lot of internal tooling? Or are they the kind of the thing that gets whacked together on the fly in a "move spreadsheet data from A to B", "I want a list of people's schedules with custom highlighting" kind of things.
Not doubting your productivity increase, I'm just curious how people quantify that when they say it.
looks like orgs have to have engineers on for optics. like having a legal staff with no lawyers, or a cybersecurity staff with no IT or certified people. Software has famously not needed state licenses or industry certification, but maybe thats a direction to consider to give utility to company optics.
I'm at a FAANG. My org is moving much more quickly, maybe between 3-10x more quickly than we were pre-AI. We aren't seeing a spike in reliability issues. Things just get done faster. An org as large as mine has no right to move as fast as it does.
In fact, these disagreements and disbeliefs create opportunities and salients in the market.
Anecdotally, I see a lot of problems/solutions content about AI that doesn't reflect at all the challenges I face. But trying to tell people that there are other ways of doing things, especially when it conflicts with token-maxxing, is a lost cause
It's not that they're using the tool wrong, it's that the tool just isn't capable of what we see before our own eyes! I guess our eyes and ears are simply lying to us?
And then they ask for how we are managing to make things move faster. When you refuse to breach NDA and give up your competitive advantage on HN, this somehow confirms their belief that AI is useless.
1: When was the last time you worked on a project where you thought the average IQ was 140? I don’t even think I have worked on a project where the maximum IQ was 140.
2: Who thinks the IQ of people on the project determines its success? There’s so much more to it than just “high capability team members” (to give IQ a generous interpretation).
3: (math joke) A sequence like (AI IQ - Human IQ) can be negative and monotonicly increasing and still never reach 0.