Software teams that are fundamentally built on artificial intelligence work very differently from traditional ones. The most obvious change is speed - thanks to AI-based tools, developers can create products many times faster. But this shift also brings fundamental changes in the roles of individual team members and in the overall organization of work.

While engineers used to focus mainly on writing code, today they often have broader roles. In addition to development, they are also involved in product decisions, design or even marketing. As a result, small teams working together in person in one place can move extremely quickly and efficiently.

But as the speed of development increases, a new problem arises: what to actually build. Deciding the direction of the product becomes a bottleneck. Some companies are therefore reducing the ratio of engineers to product managers to 1:1. However, a model where engineers have a sufficient understanding of product management and can make and implement decisions themselves is proving even more effective. This minimizes the loss due to communication between the different roles.

Similarly, the role of product managers is changing, as they are increasingly learning to code and are actively involved in development. While there are more engineers than managers in the technology sector, the two career paths are converging. A mix of technical and product skills is ideal.

However, more rapid development reveals other weaknesses. When programming speeds up by a factor of ten to a hundred, other parts of the process begin to lag behind. Marketing can't communicate new features, the legal department can't keep up with regulatory compliance, and designers have less time to prepare. So AI is transforming not just software development, but all downstream areas.

Therefore, so-called generalists are beginning to play an important role - people who may have a deep specialisation but also understand other areas. This is because in small teams, often of two to ten people, it is necessary to cover several functions at once. One member may be primarily a developer, the other a product manager, but both must understand the broader context and be able to reach into other areas as needed.

Communication is also key to speed. Even in small teams, it can be a hindrance if it is not effective enough. Therefore, the fastest results are often achieved by teams working physically in one place where they can solve problems immediately. Yet even remote collaboration can work well if set up correctly.

The changes that AI brings can be challenging for many people. On the other hand, they open up new opportunities. Individuals and small teams that are willing to learn new skills and adapt can create more today than ever before. The present can thus be described without exaggeration as a golden age of learning and creation.

deeplearning.ai/gnews.cz - GH