AI Is the Latest Pretext for Role Destruction in Tech

If you’ve worked in the tech industry for a while, you’ve seen numerous stand-alone roles disappear.  The role of database administrator is one example.  Quality assurance staff, whether you called them engineers or testers are another example.  A previous employer of mine, having adopted agile delivery lead as a hybrid of scrum master and project manager years earlier, eliminated every employee with agile in their job title during the depths of the pandemic—1700 jobs in total.  The disappearance of those roles did not mean their work disappeared.  It meant the work shifted to those who remained.  Developers and engineers inherited DBA and QA work.  Product owners and senior engineering managers inherited the work of agile delivery leads.  

In each case, the quality of the work and the level of productivity declined, while we who inherited the new work absorbed and adjusted to the broader scope.  What tech companies previously did by blurring the line between development leads and development managers is now being applied to more senior engineering managers,  brought by AI (at least according to James Stanier).  At least in my experience, the blurring of roles and responsibilities at the next level already happened during the pandemic—prior to the launch of ChatGPT.

In the section of his piece with the heading “The evolving engineering manager role” Stanier  lists the following things AI automates that “defined many engineering manager roles”: status updates, progress tracking, meeting summaries, and scheduling.  This looks a lot like work I inherited after every agilist in my organization was laid off—in addition to my existing responsibilities.  However, that list falls well short of defining all the work I did as a senior engineering manager for 12-18 engineers spanning 2-3 teams over the past few years.  My responsibilities included quarterbacking production incident response, defining and driving application modernization, and providing technical feedback on significant architectural changes across multiple systems within our group.  After the flattening that same organization executed in 2025, my scope of people management above and beyond my technical responsibilities grew from 7 engineers to 12 engineers.  Combining people leadership with genuine technical depth was already the job description for engineering leaders at my level, along with fulfilling the responsibilities of people in roles which were previously eliminated.  Stanier's framing treats coordination as organic engineering overhead.  But in larger organizations, it was a stand-alone role—held by non-engineers—which senior engineering managers absorbed when those roles were eliminated.

Stanier again: “The coordination was never valuable in itself; it was a cost imposed by the limits of what one person could do alone.  AI is removing that limit, and the data is starting to show it.”  I’ve written previously about the impacts of organizational flattening that I’ve observed personally and read, but it’s worth drilling down on what Stanier oversimplifies by calling it “coordination”.  That’s not the only thing happening when engineers collaborate to solve problems.  They are sharing institutional knowledge.  They are building tacit knowledge—the kind that exists primarily in relationships built through repeated collaborations over time.  Engineers have much longer and more durable “context windows” than AI, and the software resulting from repeated collaborations over time is more likely to be better-designed and more robust than its AI-generated equivalent.  

Stanier references The AI Productivity Paradox Report approvingly, but it contains findings which undermine his argument.  He acknowledges its finding that high AI adoption results in 9% more bugs per engineer and PRs which are 154% larger on average. Amazon pivoting to requiring senior engineer sign-off on AI-assisted changes has likely caused review bottlenecks as AI generates large PRs faster than humans can review them.  A Barcelona-based engineering leader for a large online wedding planning company I’ve spoken with regarding Stanier’s article has observed this phenomenon with a recent project his team led.    

Even those boosting AI adoption acknowledge that it drives both significant code bloat, and the same report "observed no significant correlation between AI adoption and improvements at the company level”. By suggesting that senior engineering managers cede coordination and reporting responsibilities to AI and leverage it to generate code, Stanier is advocating compounding AI-associated risk and putting responsibility on the senior engineering manager to effectively mitigate both.  As strategic decision-makers, senior engineering managers should be mitigating risk—not compounding it.


The [Tech Bro CEO] Strikes Back

What Elon Musk is doing to Twitter right now is what happens when someone with the same ideology and worldview as James Damore has enough power and money to be in charge of a company instead of just a worker. When I first wrote about Damore a little over 5 years ago, I wrote about the ways in which the ideas in his muddled, poorly-written manifesto were easily disproven. Subsequent years have demonstrated that Damore's worldview has plenty of representation not merely within the rank-and-file of tech companies, but at the very top as well. While Damore did not use this term in his manifesto, with today's perspective it's clearly recognizable as an a long accusation about the ways in which the Google in 2017 was too "woke". His manifesto is still available online, along with much of the criticism of it, but for the purposes of this piece I will summarize the tech bro worldview this way:

  • The status quo composition of our companies, with its relative lack of women, black people, brown people, etc is the “natural order” of things
  • Diversity initiatives require a “lowering of standards” and are therefore not meritocratic 

The tech bro worldview bears enough similarities to the worldview of those who lead businesses outside of tech, hold political office, lead certain of our religious institutions, and those who populate newsrooms and shape popular opinion that Damore's manifesto even found a defender on the opinion page of the New York Times. Despite Brooks' call for Google CEO Sundar Pichai to resign, the National Labor Relations Board found the company acted lawfully in terminating Damore's employment for violating the company's code of conduct (an unsurprising outcome in my view, given the way at-will employment works).

There is plenty of evidence to debunk both the "natural order" and "lowering of standards" assertions (to say nothing of the idea of meritocracy itself). Nor can the timing of this particular conflict realistically be separated from what was happening in our politics at the time. But let us proceed to another example of how these false assertions nevertheless shape the thinking and actions not just of rank-and-file tech bros, but of those who typically lead them.

Fast-forward to April 2021, and I've been asked to be a co-panelist for a discussion on the intersection of race and technology. This discussion occurred just a day after Jane Yang (a now former employee of Basecamp) wrote an open letter to the founders while on medical leave. Yang was responding to the decision of the CEO (Jason Fried) to ban "societal and political discussions" from the company's internal chat forums. Yang's letter painted a picture of Basecamp's leaders that looked very familiar to me from my own experience with similar people in the industry. The letter is well-worth reading in full, but here is paragraph that makes it clear Basecamp's leaders were no different than those at other companies they'd criticized for years:


"But there were also some yellow flags. Whiffs of smoke that I was starting to pick up on. Your disproportionate, chilling response to a retrospective that you asked for. The whispers of how you had handled a prior company discussion when someone raised the able-ist language in the title of a recently published company book. The continued mourning years later of an executive who had centered the employees as her job, and then was summarily fired for not living up to the additional expectations of working miracles in marketing. The quiet departures of women and people of color, all of whom held their heads up high and left a better place behind than they found it."

from Jane Yang's open letter to Jason Fried and David Heinemeier Hansson

Fried and Hansson also announced the end of committees (including a committee for diversity, equity, and inclusion) and the end of 360 reviews (among other changes). As it turned out, Fried and Hansson were dealing (quite poorly) with an internal reckoning over a long-standing company practice of maintaining a list of "funny" customer names. The founders knew about the existence of this list for years, and predictably, the names that Basecamp customer service reps found ripe for mockery included Asian and African names. Particularly because of how public and opinionated Fried and Hanson have been regarding workplace culture--to the extent of having written five books on the subject, including a New York Times bestseller--and held up their own company as an example of how to do things better, it was (and still is) quite difficult to ignore the rank hypocrisy of their choice to shut down internal discussion of a significant cultural failure that they allowed to persist for years. The company all-hands called by the co-founders to try and mitigate the blowback from their decisions instead resulted in the departure of one-third of the entire company.

Over time, marginalized groups (and some of their allies) have mastered online tools and social media and leveraged them to amplify their voices. We saw that mastery at work in the responses to Damore's manifesto. At Basecamp, marginalized people used these tools to challenge the worldview of the company founders. Fried and Hansson's attempt to squash the backlash by fiat failed miserably.

While Coinbase didn't figure prominently in our panel discussion at the time, that's one of a number of companies whose lead Basecamp was following in being "mission-focused", and supposedly apolitical. So discovering that barely two years later, CEO Brian Armstrong has decided that politics is ok when it comes to tracking the "crypto-friendliness" of politicians prior to the recent midterm elections here in the U.S. was ... interesting to say the least. People and companies advocating for cryptocurrency have been far from apolitical when it comes to targeting black and brown investors, so the same groups targeted by unscrupulous operators in the mortgage space prior to the crash of 2008 have piled into crypto in disproportionate numbers relative to other investors--and have taken disproportionate losses as cryptocurrencies have plunged in value and multiple crypto companies have gone bankrupt.

Now we're just over a month into Twitter's takeover by Elon Musk--a takeover entered only because he faced certain defeat in Delaware Chancery Court. Musk has fired half the staff in layoffs so haphazardly executed that he ended up trying to rehire those not correctly identified as critical. He undermined the company's current verification scheme by pushing the launch of a feature enabling anyone to be verified by paying $8/month, only for numerous pranksters to pay the fee and impersonate numerous brands on Twitter like Eli Lilly. Musk's ultimatum to remaining Twitter staff to be "hardcore" or be gone resulted in a wave of resignations much larger than anyone anticipated, not unlike Fried and Hansson's attempt to mitigate the damage from their attempt to squash internal dissent. The same thin-skinned reaction to criticism displayed by Fried and Hansson has been even more on display from Elon Musk. He's fired those who tried to correct his ill-informed assertions regarding the ways the tech behind Twitter actually works--and mocked the skills and intelligence of the people he fired after the fact. Musk blames "activists" for the precipitous drop in ad revenue instead of being accountable for his own poor decision-making.

The reaction in various quarters to Musk's floundering incompetence as CEO of Twitter has been very telling. According to the reporting of Casey Newton and Zoe Schiffer, some tech CEOs are hoping Musk succeeds. The same Hansson who not long ago "encouraged employees to read Between the World and Me, a memoir by Ta-Nehisi Coates, and The New Jim Crow, Michelle Alexander's exploration of the racist nature of mass incarceration", is now writing tributes to Elon Musk cheering the likely end of affirmative action in higher eduction. Hansson even touts John McWhorter's Woke Racism these days, and speaks favorably of the likes of Glenn Loury and Bill Maher. Loury and McWhorter are regularly quoted by white conservatives too cowardly to share the stereotypical views of black people they already believed anyway without a black conservative to hide behind. We're already starting to see layoffs across tech, and as economic conditions change and COVID-19 (hopefully) recedes, these CEOs almost certainly see an opportunity to re-establish their worldview within their spheres of control without having to account for marginalized people. That desire is almost certainly behind the persistent belief in some quarters that what Elon Musk is doing is on purpose.

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There is plenty of criticism that can and should be leveled at Mark Zuckerberg (particularly his continued pursuit of the failed metaverse strategy and cavalier approach to customer privacy). But when it comes to how to handle layoff news, he delivered a masterclass in how to handle layoffs professionally not long after Musk's deliberately cruel and haphazard ones. Other tech CEOs rooting for the man who treats his employees the worst will definitely be a trend to keep an eye on as time progresses.