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Another perspective... software in particular skews the usual production economics because of its low per unit cost vs the extremely high scalability and thus need for marketing and other business support.

A furniture business with ten people producing the furniture would probably max out their production with just a tiny bit of non carpenter support.

A software business with ten devs, on the other hand, could grow from tens to millions of users with the right non tech support, whether it's marketing or seeking VC funding, even if the underlying product only barely kept growing.

Most of these processes are there for business needs, not dev needs, with the company trying to maximize the value of their super expensive devs.

It's the assembly line model of software dev, where some higher up decides what to build and chunks it into individual production stations that each just produces their part with minimal fuss. In this world, managers don't need technical skills as much as waterfall skills. The spirit of it is completely different. It's not meant to enhance developer creativity but restrain it so that it's focused on a predefined chunk of business need.



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