zlacker

>>namany+(OP)
It's a tale as old as time that developers, particularly junior developers, are convinced they could "slap together something in one weekend" that would replace expensive SAAS software and "just do the parts of it we actually use". Unfortunately, the same arguments against those devs regular-coding a bespoke replacement apply to them vibe-coding a bespoke replacement: management simply doesn't want to be responsible for it. I didn't understand it before I was in management either, but now that I'm in management I 100% get it.

>>bandra+s01
We are certainly closer now to being able to prototype and go to market faster with a product. In one weekend is a little much but I think its hard to deny that building will continue to expedite. What most developers don't think about is that the marketing, sales, customer service are all non-trivial parts of the business/product and all require legwork that is more than just sitting at an IDE. The nail in the coffin is that the data is a large part of company moats, and new products need time in the market to get that. Migration is also a long process and risky...so to get customers, a newcomer needs to provide way more value than what the incumbent gives.

I imagine you're going to have people trying to automate the whole GTM lifecycle, but eventually the developer that thinks they can bootstrap a one man enterprise without actually doing any kind of social interaction will run into a wall.

>>mym199+j81
> We are certainly closer now to being able to prototype and go to market faster with a product.

What are the higher-order effects when anyone can do this, and *aaS becomes a market for Lemons?

>>overfe+ud1
If you can gin these things up in a weekend then why would you bother with a monthly subscription model for software? The only valuable part is the specification and possibly the hardware to run it. If I were a CTO trying to save money I might pay for the labor to develop good specs, but I would prioritize getting out from under software companies with a rent seeking models and 80 to 90% margins

>>Gorbac+3r1
> If I were a CTO trying to save money

A CTOs job isn't to save money but to spend money effectively. Saving money by increasing risk is not neccesarily a prudent move.

>>bawolf+Cx1
it depends a lot on the application, I think, though certainly you can point to cloud services like Cloudflare or whatever Burger King was using to track how many times a clerk said "You Rule" (while capturing all customer audio data, which was then stolen by low-effort attackers) as high-risk; just because you don't feel the safety risks of outsourcing data to a black box on the cloud doesn't mean they don't exist, it just means you get to neglect them. when I headed IT at an SMB, I was given a lot of leeway, and our department had its own budget, so cutting out SaaS was a high priority so we could do more. if I were heading today with LLMs' present competency, I would have replaced much more, up to and including Salesforce which was draining the heck out of our budget despite us not doing anything technically interesting with it.

$40/head/year (including employees no longer with company) for a call metrics suite is low-stakes and relatively easy to replace what we want out of it, and this is an example of something we did replace with a $0 solution with my own abysmal-at-the-time coding skills. ~nobody's about to replace Microsoft suite, though (a couple replacements before me, they earnestly tried; there were still some laptops with OpenOffice on it; I admire them, but I'm not dealing with our sales team trying to figure out what an ODF is).

I love this "petty kingdom" budget model, by the way, as someone whose work personality could be described as "cheap analyst." I'm paying $40/month per head for Software X in your department, and I have an inferior replacement for $0/month/head which meets specs and which you can't quantify productivity loss for (essentially, it just looks ugly and feels bad). I can therefor cut that out of my budget entirely while meeting my obligations, and if *you* really want the decadent solution, *your* department can bear that cost. Either way, I get plenty more money to basically not have to be a dick (like charging careless employees for broken/stolen equipment, or getting an above-expectations solution for ADA employees); and sometimes, maybe some antennas show up on the roof which would be difficult to justify cost for if asked, but I'm way under-budget so nobody would.