[wuliwong]

>Not “product managers” in the old sense — not the ticket-writing, JIRA-grooming, sprint-planning archetype.

In my experience this is what a lot of product managers do but more importantly they are talking to users, talking to stakeholders, and having discussions with the the team to define the product. His description seems more of the project manager role.

> If a manager isn’t contributing to the why, the what, or the trust system that holds the how, it’s hard to say what they’re doing.

I think people management is a large part of engineering management. There are definitely other aspects that are significant but I the author made no argument for AI taking over people management nor did they really mention it at all. Also if the other work is all translation and is getting compressed, I don't think the author made any argument as to why the 'non contributing manager' suddenly has to contribute?

Seems like the author's old thesis was that non-contributing managers are inefficient or something. Then, without really explaining why they are saying that AI has made his argument stronger.