I don’t know about other tasks, but it’s pretty rad for coding, testing, DevOps, and config.
If you are in software or IT at a non-tech company that is in the fortune 500, the impact of significantly better productivity may not be measurable in aggregate in the company's P&L.
In smaller companies I expect it could be more measurable because some of them really are using AI much more effectively across many functions. But we're finding it very hard to measure meaningful outcomes.
One plausible explanations that has occurred to me is this: While programmers etc. can produce way more code with LLMs, the declines in quality and coherence of the work, and a widening gap with a coherent strategy and aim for value means the increased activity is mostly not valuable. I suspect this may just be an intensification of https://en.wikipedia.org/wiki/Productivity_paradox#Little_pr...
I think you are also correct that a lot of value is being wasted with projects that are developed impressively fast but that provide little value. It could be those are simply surplus personnel trying to add value or make people think they do.
The main metric analyzed in the note is
> Revenue per worker
This can increase regardless of competition, but I guess would require either expansion into new domains or layoffs. So maybe we will see this raise as a lagging indicator if the LLMs are actually delivering the goods.
> when they are deploying inference features they are usually ones their customers didn’t ask for and don’t value, OR that they expect everyone to have and are not a differentiator
I am definitely seeing lots of this happening. Tons of energy going into side quests that aren't critical for anything. Meanwhile, strangely, the central features we actually need to ship, but that require deep redesigns and careful refactors in legacy code, are not moving quickly at all.
This train isn't stopping.
What trips up a lot of SEs where I work is their techniques. Everyone who follows our process delivers faster and with higher reliability so far.
I would pay extra for a company that just slowed down and moved deliberately.
N=1 but I'm not sure it's made my bosses any richer. What we're shipping has better tests and documentation than it ever would have before AI.
Are you measuring the right metric?
This feels like an on going lack-of-understanding in the industry.
In manufacturing, economies of scale and automation work because you're physically making more objects and objects inherently have value.
For software, making more software doesn't mean you can sell more units of software. The unit price of selling existing software is already 0. Economies of scale do not exist.
The OP says: net business output is not up as a result of AI.
So:
…if your team is doing more work and being more productive…
That just means the productivity of your team (or software teams in general) maybe doesn't have a meaningful business impact.
You should be worried if so. That means productivity = work force reduction (reduce fixed costs for the business).
It sounds like you’re also saying that creating more software can’t result in more revenue?
We work in very different software industries.
They even brought in McKinsey who I believed, if nothing else, can spin up a good yarn. But even they couldn't create a metric based assessment other than "productivity gains".
Now I am not saying there is no productivity gains. Surely there is but I am always curious what metric people are using to measure these gains.
So if you are delivering multiple times faster I have to ask - How much time are you saving and how many employees worth of work you are doing now? 2-3-5 headcount worth of work? If yes, how do you calculate those numbers? And lastly would you put your money where you mouth is and if your team is lets say 10 person team and the company asks to reduce it down to say 2-4-5 people - would you take that bet confidently to continue with the same pace and produce quality work?