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by FuckButtons
79 days ago
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It seems entirely logical that if an llm allows each ic to do the work of a 2-3 person team (debatable, but assume it’s true for the sake of argument) then you’ve effectively just added a layer to the org chart, meaning any tool that was effective for the next scale up of org becomes a requirement for managing a smaller team. What should give anyone pause about this notion is that historically, by far the most effective teams have been small teams of experts focusing on their key competencies and points of comparative advantage. Large organizations tend to be slower, more bureaucratic and less effective at executing because of the added weight of communication and disconnect between execution and intent. If you want to be effective with llms, it seems like there are a lot of lessons to learn about what makes human teams effective before we turn ourselves into an industry filled with clueless middle managers. |
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First, the extra speed makes a qualitative difference. There is some communication overhead when you're instructing an LLM rather than just doing the work directly, but the LLM is usually so fast that it doesn't necessarily slow you down.
Second, the lack of ego is a big deal. When reviewing LLM code, I have remind myself that it's okay to ask for sweeping changes, or even completely change the design because I'm not happy with how it turned out. The only cost is extra tokens -- it doesn't take much time, nobody's ego gets bruised, team morale doesn't suffer.
This might be an area where LLMs are able to follow human best practices better than humans themselves can. It's good to explore the design space with throwaway prototypes, but I think people are often too reluctant to throw code away and are tempted to try to reuse it.