An Ask HN post questions whether large-company software engineering roles, including at FAANG-like firms, reward performative activity over meaningful progress. Commenters discuss bureaucracy, 1:1s, standups, management value, and the role of a small number of high-impact engineers. The thread is split: some see corporate make-work as inevitable, while others argue coordination, feedback, and organizational maintenance are real engineering costs.
Wharton School professor Ethan Mollick, in his latest article, points out that we are at an inflection point — shifting from "Copilot" collaboration to…
This article is the fourth installment in Hugging Face's series of interviews and observations targeting enterprise Directors of ML, offering an in-depth…