Am I allowed to seat all of the above in addition to unmeetable expectation's, the threat of training ai to lose your job and the fact any money is used for shareholders and not the product so quality is not a concern just who can push out the most stuff the fastest to get it selling
What do you think is the biggest problem in modern software development?
18 Comments
Absolutely. In addition to unrealistic expectations, there's the constant pressure of being told you're effectively training the AI that may eventually replace your own role.
At the same time, when the primary focus is maximizing shareholder returns rather than investing back into the product, quality inevitably becomes secondary to speed and volume.
The emphasis shifts from building excellent products to pushing out as much as possible, as quickly as possible, to drive sales.
That environment can be deeply discouraging for professionals who take pride in craftsmanship, innovation, and delivering lasting value.
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I think one of the biggest problems in modern software development is not the technology itself, but understanding the real problem we are trying to solve.
Having good domain knowledge and doing proper requirement analysis are often more important than just writing good code. A developer can build a technically perfect solution, but if they misunderstand the business needs or the users' problems, the result may not bring real value.
In my experience, communication, asking the right questions, and understanding the domain are skills that are just as important as programming skills.
Thank you for your reply
I believe one of the biggest challenges in modern software development is not the technology itself, but fully understanding the problem that needs to be solved.
Strong domain knowledge and thorough requirements analysis are often more valuable than technical implementation alone.
A solution can be well-designed and technically sound, but if it does not address the actual business objectives or user needs, it is unlikely to deliver meaningful value.
Throughout my experience, I have found that effective communication, asking thoughtful questions, and
gaining a deep understanding of the business domain are just as important as strong programming skills.
These capabilities help ensure that the right solution is built, not just a well-written one.
Best regards
Aljen
@[István Döbrentei] you nailed it perfectly need to know the business need. And unfortunately leadership half the time doesn't know what the need it they just got sold a cool slide deck and convinced it they don't implement their competition will leave them behind. Having to be number 1 has turned products into half baked garbage just so they can be first. This isn't Ricky Bobby, it's not if your not first you're last here.
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I completely agree with this perspective. The main trap of modern development is the illusion of saving money. In an effort to please shareholders and roll out features as fast as possible, businesses often forget that technical debt is not just an abstract engineering issue — it carries very real financial interest that the company will start paying off in a matter of months. Speed without quality is like a high-interest loan. Eventually, you have to choose: either spend time on proper design now, or pay three times more to rewrite the system later.
Learning how to set boundaries and communicate the value of quality to non-technical stakeholders is just as critical today as coding skills. But let’s be honest — who is actually going to risk doing that when bills need to be paid today, while ethics and quality can always wait?
I completely agree with this. Moving fast is important, but ignoring quality usually creates bigger problems down the road.
Technical debt is not just a coding problem, it becomes a real cost for the business. Taking the time to build things the right way from the beginning can save a lot of time and effort later.
The key is finding the balance between delivering quickly and creating something that can truly last.
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There's a story from Matthew Heusser, which I'll brutally paraphrase.
He was working on a project with a tight deadline, and they managed to get the development done in time through various forms of persuasion. It was a bit of a death march project, but there was a regulatory deadline that the bosses were very clear had to be hit.
So, they manage it. They have everything done. Amazing.
Then they find out that Legal hasn't got the enrollment forms ready, so they can't go live.
Matt proposes they head up and find out how to unblock the legal work, because they've been told consistently that it's very important to get this live on time, but Joe doesn't agree. The back and forth goes a bit like this:
Joe: We'll just go live late next week. No big deal.
Matt: But why? They could do this in a couple of hours.
Joe: It might take more than that.
Matt: But they've got all weekend. Plenty of time. Let's do this.
Joe: Matt, these are professionals. We can't just stare them down and insist they sacrifice their personal lives for our little project.
Matt: Joe... What do you think we've been doing to the engineering team for the past four months?
Joe: Yes, but these are professionals.
... and that's kinda the route cause of most problems in our industry. Sure, you can argue it both ways. Bosses not treating engineering teams as professionals and engineering team not acting professionally... and it's likely a bit of both in a nasty negative spiral.
We can see this play out in the AI-assisted software development theme. Teams are being encouraged and even forced to introduce and increase the use of AI with managers seemingly careless of any consequences, but with the engineers also lacking the courage to lay out the conditions needed for such an investment to bring any return.
Many of our deep problems can be traced back to this same dynamic.
Thank you for your reply
Great point. The real issue is not technology or deadlines, it is trust and respect.
Professionals need to be treated as professionals. Leaders must provide realistic expectations and support, while engineers must communicate risks and take ownership.
AI will only create value when it is adopted with the right mindset, not as a shortcut or pressure tool.
I
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I think the biggest challenge today is managing complexity.
Writing code has become easier thanks to AI and modern frameworks, but building systems that are scalable, secure, observable, and maintainable is still hard. The real bottlenecks are often unclear requirements, poor architecture, growing technical debt, and the lack of good documentation and not typing code.
AI can generate code in seconds, but it can't replace sound engineering judgment. Choosing the right architecture, knowing what not to build, and designing systems that can evolve over time are still the skills that differentiate great developers.
In the end, software development is less about writing code and more about solving the right problems in the right way.
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For me, one of the biggest problems in modern software development is that we are remarkably good at preserving code and surprisingly bad at preserving understanding.
The industry spends a lot of time discussing technical debt, tooling, frameworks, languages, and lately AI-generated code. Those things matter, but I've increasingly come to believe that many long-term software problems are actually memory problems.
Teams eventually develop a deep understanding of their domain, users, constraints, tradeoffs, and architectural decisions. The challenge is that this understanding often lives in meetings, chat messages, tickets, and individual contributors' heads. The implementation survives. The reasoning gradually disappears.
A new developer joins, a team reorganizes, or a few years pass, and suddenly everyone is trying to reconstruct why a system was built a certain way, what alternatives were considered, and which assumptions were driving key decisions.
That's one reason I've become interested in the idea of Memory as Infrastructure rather than treating memory as a byproduct of documentation. If an organization's decisions, assumptions, and accumulated knowledge are critical to future work, then preserving that information should be treated as a first-class engineering concern rather than an afterthought.
The code tells us what was built. Documentation sometimes tells us how it works. What is often missing is the durable record of why the organization believed it was the right thing to build in the first place.
As software systems become larger and AI makes code generation increasingly inexpensive, I suspect preserving decision history and institutional memory will become just as important as generating the code itself.
I completely agree. Code is easy to preserve-context is not.
In my experience, the most expensive bugs aren't caused by poor code; they're caused by lost reasoning. When the people who made key decisions leave, teams are left reverse-engineering intent from the implementation. That's slow, error-prone, and often leads to repeating past mistakes.
Documentation explains what a system does, but it rarely captures the constraints, trade-offs, rejected alternatives, and business decisions that shaped it. Those are the things future engineers need most.
As AI continues to accelerate code generation, the competitive advantage won't come from producing more code it will come from preserving the knowledge behind it. Organizations that treat institutional memory as part of their engineering infrastructure will make better decisions, onboard faster, and evolve their systems with greater confidence.
In the long run, code is the artifact. Understanding is the asset.
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Great post. I think the biggest problem is that the industry keeps treating software like a product to ship instead of a system to maintain.
AI makes it easier to write code faster, but it doesn't make it easier to understand why the code exists in the first place. Requirements change, teams shift, and documentation gets abandoned.
The real challenge isn't writing code—it's writing code that still makes sense to someone five years from now. That's an architectural and cultural problem, not a technical one.
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Experienced with modern technologies including Next.js, React, Node.js, Laravel, Django, ASP.NET Core, Python, PostgreSQL, MongoDB, AWS, Azure, Docker, and GraphQL. Proven track record of building high-performance systems, integrating third-party services such as Stripe, Twilio, and Zoho, and developing automation workflows that improve operational efficiency.
Strong collaborator who has delivered production systems across industries including ridesharing, SaaS, manufacturing, and online gaming. Passionate about creating reliable, scalable software and leveraging AI, automation, and cloud technologies to solve complex business problems. Show less
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