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Explaining to business people why building software is still hard

manager.dev58 points54 comments
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A hackathon story illustrates why building software stays hard: a small team raced to build a referral product using a third-party platform chosen so recruiters could maintain it later, and on day one everything flew. On day two the app slowed, bugs multiplied and non-technical teammates couldn’t understand why progress collapsed. That frustration is tied to a common managerial "allergy" to refactoring and infrastructure work and a misplaced expectation that LLMs or quick fixes can replace careful engineering. Rapid “vibe coding” produces visible features fast but leaves fragile, tangled systems that break when new demands appear.

The cure is the house analogy: treating software like a home clarifies trade-offs - patching a leaky roof with a bucket hides the root cause, and prepping foundations for a second floor now is far cheaper than retrofitting later. The team salvaged their demo by slowing down to understand, plan and implement a simple, reliable flow, demonstrating that durable software requires ongoing infra, cleanups and planned work. A related point: manager effectiveness strongly influences outcomes - teams with highly effective managers report about 65% higher job enjoyment, yet only 25.5% of tech workers rate their manager as highly effective, underscoring the human side of these engineering choices.

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