Майкл Оу Черч пишет

For those who’ve been lucky enough to avoid the hideousness of most programming jobs, here’s how many software companies work: business comes up with the ideas and defines the work, product managers intermediate and sit in on interminable meetings, and programmers just implement. Most “scrum teams” are just ticket shops. The engineer has no autonomy. This is business-driven engineering. I’d call it “waterfall of sewage engineering”, but decrying a “waterfall” makes it sound like I support much of what is called “agile”, and I don’t. The problem with “agile” is that it’s still closed-allocation, business-driven engineering, meaning that nothing was accomplished. Trying to “fix” business-driven engineering is like putting salt on a turd to make it edible: it just doesn’t work that way.

This may be paradoxical, but when you have an engineer-driven firm, you get better engineering and better business. See, business-driven engineering rots the mind, because it takes what should be a creative and challenging discipline and turns it into “Write me seven classes and 17 story points by Friday.” It’s also part of why there’s an age-discrimination problem in technology; if you spend your 20s doing that crap, you actually will be a corporate executive (as in premature dementia; not necessarily as in rank and salary, unfortunately) by age 30.