I'm always dubious new roles are need as they can create new silos. I prefer to think in terms of capabilities, what do teams need. What do systems need. What do organisations and communities need.
The underlying aspects make sense. Architecture. Product, Coaching and Facilitation etc all go together well with AI augmentation.
Absolutely agree. I always think of roles in terms of jobs to be done [by anyone with capacity & capability], and I'd hope this type of job fits into someone's existing area of ownership. The need I see is that in most companies all attention goes towards 'doing' and little to none on 'how it's going'. In orgs that have a solid 'sense & respond' system already there may be little need for a role, but I've seen very, very few of those.
Greta Point, new south so it's more how to scaffold in such capabilities and jobs to be done when the organisation doesn't already try to address the 'how its gokng' point.
Theresalos lots of taboos that people seem to have inherited with function / capability based silos that in slmewya partially address governance implicitly as well. E.g. A SW Engineer has certain sdlc baked into how they woke but if a non engineer starts vine coding without that kind of familiarity then things could easily go off the rails. In reality that's no different to junior staff in their careers.
That's why we having a robust pipeline to protect people from silly mistake sbeocmea I creasing mor important.
I'm seeing this first hand, I'm vibe coding and getting stuck when the robust pipeline is taking a bit too long that I either build up more inventory of unreleased code or start new ideas and context switch.
I'm always dubious new roles are need as they can create new silos. I prefer to think in terms of capabilities, what do teams need. What do systems need. What do organisations and communities need.
The underlying aspects make sense. Architecture. Product, Coaching and Facilitation etc all go together well with AI augmentation.
Absolutely agree. I always think of roles in terms of jobs to be done [by anyone with capacity & capability], and I'd hope this type of job fits into someone's existing area of ownership. The need I see is that in most companies all attention goes towards 'doing' and little to none on 'how it's going'. In orgs that have a solid 'sense & respond' system already there may be little need for a role, but I've seen very, very few of those.
Greta Point, new south so it's more how to scaffold in such capabilities and jobs to be done when the organisation doesn't already try to address the 'how its gokng' point.
Theresalos lots of taboos that people seem to have inherited with function / capability based silos that in slmewya partially address governance implicitly as well. E.g. A SW Engineer has certain sdlc baked into how they woke but if a non engineer starts vine coding without that kind of familiarity then things could easily go off the rails. In reality that's no different to junior staff in their careers.
That's why we having a robust pipeline to protect people from silly mistake sbeocmea I creasing mor important.
I'm seeing this first hand, I'm vibe coding and getting stuck when the robust pipeline is taking a bit too long that I either build up more inventory of unreleased code or start new ideas and context switch.