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> Past the stage of senior software engineer there’s no real credit for the code anymore. It becomes the baseline. The strategy impact, the coordination, and the understanding and contributing to the team, company and customer success is part of your responsibility. This is an underestimation of the potential of software systems. Of course it depends on the software application, but in many cases there is a lot of value lost when organizations implicitly create a technical ceiling for their engineers, and push their focus away from the theory and practice of engineering. Saying that there is more value for an engineer to coordinate, plan, and present, is almost like saying that there is a point in which software systems can no longer be innovated or improved, or that there is nothing about software that requires more than 5 years of experience (or whatever the senior level would be). This is a sure way to build naive systems that brake all the time, when instead it could implement more sophisticated solutions. Of course this would mean that engineers would have a harder time communicating their solutions, but once again, it would be limiting software just because the managers want full control and visibility at every step of the way. We're now talking about the possibility of AGI, yet it seems every software org still goes through the same problems, with the same type of bugs, pipeline problems, etc. This is definitely not because software can't solve the problems, so it must be that the solutions are too hard to implement, and so the question is why is that hard? |