[kortex]

I think my company is a microcosm of the current state. The non-engineering side (HR, correspondence, marketing) are on the "forced adoption" side, giving out gift cards to folks using Glean the most.

In engineering, we can't raise token budgets fast enough. Devs are "routing around damage" when they hit caps, going from claude to opencode to copilot. Productivity is up (roughly) 100-300% in terms of story points and 75-200% in lines of code. And defect rate is down [0], more bugs are caught in review before QA or prod. Our teams are just starting to figure out our new workflows too, for design -> spec -> code -> review, it'll only get better as we refine the process.

It's looking like software industries will reap massive benefits, while most others which have some error tolerance will only see modest gains. It's unclear how it will impact high accuracy fields like legal (it might even be net negative).

Also which is it - a useless technology that has to be force-fed because it sucks, or a economy-shaking game changer that will put folks out of jobs en masse? Those seem like a contradiction.

0 - i think process here is extremely important. I think it would be very easy to create an unmaintainable slopocaplypse. We have an informal platform team of about three (including myself) that have been affectionately and informally dubbed the Tech Priests of Mechanicus Adeptus (warhammer reference) that ensure the prompts/skills and associated tooling are optimal, that code standards are enforced, and that solutions are converging at the system-wide level.

[hansmayer]

That's a lot of words, out of which I am unable to understand what your material gains had been so far. And I don't mean the bullshit that the hired managers/CEOs usually mention, like story point "productivity" and "tickets closed". I mean the stuff that founders, i.e. people with skin in the game value: what key features did you build with the incredibly productive new workflows and how much ARR did they generate? How much did you decrease your cost of customer acquisition and how much did you increase your customer LTV? Let's skip the gamified "playing house" bullshit and talk numbers.