Someone behind the software

This is why I really hope that we don't end up in the world that a lot of AI pilled people believe is the future: one in which chatting with the AI drives everything and interface basically goes away. While I don't think that it is impossible that we at least go partially down this path it would make me incredibly sad.

Well thought out and built software is so satisfying to use that I would be very sad to see it go. Particularly given that the current crop of frontier labs don't really seem to care that much about the craft and feeling of software (at least relative to their other priorities.

I enjoyed the introduction. I just picked up “The mind of the Maker” by Sayers, which Fred Brooks cites in The Mythical Man Month: “ Dorothy Sayers, in her excellent book, The Mind of the Maker, divides creative activity into three stages: the idea, the implementation, and the interaction. A book, then, or a computer, or a program comes into existence first as an ideal construct, built outside time and space, but complete in the mind of the author.” He goes on to say how the user meets the mind of the maker in the interaction: “The creation is complete when someone reads the book, uses the computer, or runs the program, thereby interacting with the mind of the maker.”

Fantastic take. I always thought so, but couldn't express it so well. After reading the first paragraph, my heart flickered. This will be the only determining thing in the age of AI - someone who shapes the things based on its own intuition and taste, based on experience. I did that a lot in my IT carier leading a bunch of projects. I care about each of them, deeply.

This age will be brilliant for sorting between those who care about "done" as in "technically complete" vs "done" as "creates enduring value for the person on the other end of it". AI largely only does the former.

This is everything not just software. Although a lot of what we wear, eat and drink come from factory, if it didn't, you can always tell the someone behind it. Handcrafted things easily have more value and I find myself thinking more about it only after it affected what I did daily (software). Since Industrial revolution, countless things have gone to the factories. Makes me think how little we really empathize as humans.

I strongly agree with this take. And in particular, I've been wondering about this:

    > Individuals work with agents to produce changes independently, 
    > each operating a small software factory.
    >
    > [...] together they start to resemble Frankenstein’s monster
    > rather than a carefully shaped sculpture.

I've been saying this exact thing about food for years. It applies equally as well to software though

Give two different people the same problem, and you'll likely get two different solutions shaped by differing experiences and ways of thinking. I think software is an example of this manifested.

A practical problem with the intuition approach is that you have no possible way to measure two people’s intuitions against each other. In smaller organizations that’s fine, but anytime you get larger you can’t weigh the intuition of 50 people against each other

I tend to think of this “character” as part of craft, bordering on art.

Deep artful craft requires inhabiting work beyond basic professionalism and requirements. You set aside self and ego and commit yourself as a tool to create.

It’s a value system created via example and culture. We have to be ready to prioritize reflection and learning, meaningful feedback, dialogue, certain kinds of humor even.

So it’s sadly not healthy or sustainable in many settings.

Edit: thank you for this post. It was a nice humanist reaffirmation.

I (think I) agree with the author, but I want to point out that his core grievance has little to do with AI software factories.

> The product changes are primarily additive... I think the reasons for this is that it's lot easier to add new capabilities, than rethink existing capabilities.

This is perhaps the biggest difficulty in Product, and the core of the Innovator's Dilemma. Changes or removals, fundamentally, fuck with how somebody uses your product. It is very, very rare to ship a feature - something that inspired somebody in Product, got all the internal stakeholders to sign off, including getting leadership to fund it - and have nobody use it, so that it isn't controversial to remove it; even then, removing it competes with resources for adding something else, so it's still controversial to remove it. When somebody uses something that you fucked with, you risk them churning, that simple.

Coming up with good features to add is not hard. Everybody and their grandma has ideas. A simple spreadsheet can count which ones are most popular and are proposed most often. This should not, in and of itself, dictate what you build next, and bad Product leadership looks like following mass diktat.

Good Product leadership is not afraid of the consequences of fucking with the user. Good Product leadership has both the courage to reformulate the offering and gets the reformation right, because they intuitively understand the user, the domain, and where they sit in it, better than anyone else. They ship stuff that fucks with you because they understand the difference between the bad kind of being fucked with, and the good kind. And if you churn, then you churn. So be it. You can't actually make everyone happy all the time, so focus on making happy the people who get it, and accept losing the rest. That's also easier to say when you have $100k in ARR with $1k ACV, compared to $5m in ARR with $2.5m ACV.

Good Product leadership is rare because good leadership is rare. AI has nothing to do with it.

In his book Programming as Theory Building, Peter Naur viewed programming not as the act of generating source code, but as the act of building a theory about the problem and its solution.

He said the lifecycle of a program ends when the development team is disbanded or when knowledge transfer fails to happen. But these days, people develop with AI. Will that knowledge actually remain? There's a slightly tircky point here

Of course, even in the past, once a codebase got big enough, everyone was writing code on top of an incomplete theory. But when you delegate work to AI, the theory itself isn't yours anymore, which makes it even trickier.

I wholeheartedly agree with this perspective.

As with most creative pursuits, the best things happen when there's a clear point of view.

Unfortunately, the best things aren't always the most commercially successful, because products are only a small part of what makes a company successful. I think we're seeing this play out in the software market.

JIRA might be objectively awful, but it still manages to print money!

Isn't this the premise behind the movie Tron?

"You will love this next piece of software. Completely hand-made. Each line of code, each piece of the visual design, was carefully and artisinally crafted by a real human, using techniques passed down for generations between craftsmen. Some of those techniques survive in books like Code Complete and such. They don't make 'em like this anymore. "

> I think good products carry something of the people who make them. Their experience, what they care about, and how they think things should work.

Couldn't agree more. It does reflect many of the values of what an ideal product should be based on the developers' experience.

> I wonder whether some of this comes from how the work is organized. Individuals work with agents to produce changes independently, each operating a small software factory. Each change might make sense on its own, but together they start to resemble Frankenstein’s monster rather than a carefully shaped sculpture.

Well... when you look at the org chart of many companies, the answer is obvious. Either there is no person responsible for anything at all, and everyone works for themselves, or there are dozens of little fiefdoms, competing for budget, staff and anything else.

But it's rare these days to have one person or even a committee that actually takes responsibility for a product as a whole and most importantly has a joint, shared and agreed-upon vision: how should the product look like, what should the product accomplish and how should the product be architected?

Linear is an unusual enterprise company in that it carries the consumer ethos of caring for design, and the user. This is what's absent in the product-by-checklist enterprise companies, whose economic buyer often has the same mindset.