Comment by genezeta
6 hours ago
I've had quite a few conversations and read many thoughts on the subject of job security in the software industry through the years. New technologies, various crisis and crashes, just age, incoming "hordes" of less prepared developers, or whatever.
If I had to highlight the one thing all those conversations had in common it would be precisely this:
I thought that having this knowledge would set me apart
And it never does.
I think in the future, those who succeed will be equivalent to wayfinders.
People who _can_ see the wood for the trees, and are able to understand multiple (sometimes conflicting) requirements and work out a way through that solves the problems that arise, for all involved parties.
An understanding of domain, the ability to communicate effectively and a mind that can think laterally, will all be vital.
> I think in the future, those who succeed will be equivalent to wayfinders.
In the future, those who succeed will be the owners of capital.
How do you know those aren’t the same thing?
Past, Present, and Future. If you control the means of production you win. Knowledge, skill, and experience are largely irrelevant to the conversation. I’ve held this opinion for quite some time and would be interested to hear alternative perspectives.
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Well, yes .. but they're going to need people to do their evil bidding /s
In a perfect world, yes. However, the current tech world is akin to a flea market. Those who shout out more stand out more.
Surely you can judge people by results though?
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does it never? seems to me that people pay me precisely for my knowledge, learned over many years. The knowledge translates into action, sure. But thats like the old parable about a plumber being paid €150 for a 5 minute consult that involves turning a single screw. "i could have turned that screw!" the customer cries, ignoring that yes, they could have. But they didn't know to.
I think perhaps the problem is instead "I thought that having this knowledge would set me apart, forever, without me having to learn anything else"
There's a good chance the apprentice plumber could've fixed it just as quickly. That's where we are now.
right. Apprentices will always grow, and so too must you, if you want to keep being paid. Their job is to come with new tools and new ideas, and your job is to keep a wider view into what you're doing and why, maintaining trust (you need to build the authority to tell apprentices no when their ideas might flood the customer's house), and keep moving towards other parts of the business and solving harder problems (working with sales, hiring, etc to manage customers and apprentices). AI will not build authority for you.
If your argument is that the customer themselves could use an AI or whatever to learn plumbing, that was always an option (libraries, google, youtube). They pay you so they don't have to worry about flooding their house (or at least have someone else to blame).
They might be able to "one shot" simple fixes that you might previously have assigned to an apprentice, but believe me, AIs are not about to start doing complex things for the layman that actually required seniors previously in either programming or plumbing, because very few of those things were just "type better into a computer". (build trust, speak confidently, know what doesn't work, take responsibility, test without breaking systems, communicate and work together with other professionals, have opinions)
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I think a more sane minded customer would not mind paying for the assurance and having someone to blame in case things go wrong, not necessarily because of their domain knowledge.
I could theoretically learn everything about plumbing but would still rather call a professional for the peace of mind that it was done "correctly" and it the process goes wrong, I would have an instant fix instead of trying to go back and educating myself on plumbing more.
Could you consider that as part of knowledge? Yeah and also no. Because the knowledge can be copied and put into a LLM but legally a LLM cannot sign off on things like NDAs or take accountability like a human has to in these roles.
I agree. I also think that deciding that LLMs encode all knowledge perfectly, either now or in an imagined future, is foolish. My experience is that they match the average general state of experts among the field. The sort of thing a junior might read to start to grasp the general ideas and issues in a field. They rarely have opinions, or good intuitions around more specific scenarios. This is why the current equilibrium of a senior piloting one works so well- theyre leaning on it to speed up, but pushing it away from the "average" where circumstances demand.
We can argue about imagined future progress, but I don't see that getting much better, given that the literature doesn't often do that, and how often experts in one scenario end up being poorly suited given another set of facts.
Some knowledge does set you apart - the ability to ship things, people pay for.
Not producing holy code in the academic best language.
Ability can't really be compared to knowledge... e.g. you might lose the ability to play the piano, yet retain the knowledge about how to
I don't know (also english is not my first language), but to me it takes knowledge to know what is the right tool for the job. To know what is required to make the client happy. To know where great code matters and where quick and dirty or nowdays vibe code is sufficient. And that knowledge can be complex. It usually requires knowing how people think and act, who don't know how to open a terminal. Because those are the main people using software.
This is the old China fallacy.
"Oh, we'll just ship production to China, and do the design and marketing in US, this is where the real value is anyway, China will never be able to do design and marketing as well as we do".
Literally same thing:
"Oh, we'll just let LLMs code, and we'll just do Taste. LLMs will never be able to do Taste"
[dead]
>>I thought that having this knowledge would set me apart
The whole leetcode movement was designed to sell this idea that knowing a solution that can be looked up in a matter of minutes on the internet some how puts you astronomically ahead of those who don't. Strangely enough go look at that site itself and thousands submit working solutions to those problems.
Knowing a solution discovered by somebody the first time, is no test of capacity or ability to get work done. It would probably matter if you discovered solution to a novel problem by yourself. How does knowing the end result of a long process by other people decide your ability to do anything at all?
During interviews I have seen companies go to absurd lengths to justify these tests. Including asking candidates to imagine they might not have internet and might need to know these solutions.
The only skill that really matters in our line of work is today most popularly known as high agency lifestyle. And delivery skills largely depend on ownership. In my decades of experience with software work, not knowing a thing isn't even a correlating factor in getting things done.
Knowledge often does not produce competence, especially in the applicable market. I work on the system administration side of things, and I have encountered many output-competent developers that were immeasurably stupid, but very little incompetent ones with tons of cryptic knowledge and intuitive understanding of the systems they worked on.
It seems to me that knowledge doesn't always imply competence, but the lack of knowledge often very well explains incompetence. And, since the LLM is replacing the competence part without imprinting any knowledge on the one that wields it, it generates a lot of competent imbeciles that pass interviews and appear as though they not only do things, but know things as well. And once you reach that critical mass, sheeeeesh