Tag: ai

  • Platform Engineering vs. DevOps: Why This Is the Wrong Question

    Platform Engineering vs. DevOps: Why This Is the Wrong Question

    DevOps has done what it was supposed to do. It broke down the wall between development and operations, it made continuous delivery a normal expectation, it made shared ownership of production a cultural default, and it moved software delivery from a scheduled event to a continuous flow. The results reshaped how modern software gets built. They also created a new problem: at enterprise scale, every team ends up practicing DevOps a little differently, and the friction adds up.

    That is where platform engineering enters. It is often framed as the next movement replacing DevOps, but that framing misses what is actually happening. Platform engineering is the discipline of building an internal product — an internal developer platform — that gives every team a consistent, self-service path to production. Templates, golden paths, embedded security, provisioning, observability and compliance evidence stop being tribal knowledge and start being paved roads. Developers move faster because the platform absorbs the complexity. Security and operations get consistency because the platform enforces it by default.

    That is the argument at the heart of this paper: platform engineering is not a replacement for DevOps. It is how DevOps matures from a local practice into an enterprise delivery capability. The two disciplines are adjacent and complementary, and the organizations getting real leverage out of the last decade of DevOps investment are the ones giving it a product-grade platform to stand on.

    As internal developer platforms become the standard delivery layer inside enterprise engineering, the “versus” framing will fade. DevOps and platform engineering will simply be the two halves of how software gets delivered — the operating model and the product that scales it. That is why this moment matters for the platform engineering community. The next era of DevOps is not moving past it. It is being built on top of it.

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  • AI Is Accelerating How Fast We Build the Wrong Thing

    AI Is Accelerating How Fast We Build the Wrong Thing

    AI coding assistants have made it trivially easy to ship software faster — and that is precisely the problem. Human developers used to absorb the gaps in a vague spec by asking questions, reading between the lines and quietly steering toward something useful. AI tools do not work that way. They take incomplete requirements at face value and build them literally, which means small ambiguities at the front of the process compound into expensive mistakes at the back. The result is shops moving at AI speed in directions they never meant to go.

    Jeff Keyes, Field CTO at Allstacks and a 30-year veteran of Microsoft, Atlassian and Planview, sat down with Alan Shimel to preview his Flowtopia 2026 talk on a new operating model for product management. His thesis is blunt: the smartest organizations he is working with have flipped the script and stopped treating AI transformation as an engineering problem. The real leverage sits upstream, in how product teams scope work and write requirements before a single line of code — human or machine — gets generated.

    Keyes and Shimel work through why more than 80% of companies still cannot point to meaningful ROI from their AI tooling investments. The pattern Keyes keeps seeing is faster output stacked on top of unclear intent, which produces velocity metrics that look impressive while value realization stalls. He argues requirements quality has quietly become the highest-leverage variable in AI-assisted development, and that PM craft — not prompt craft — is what separates the teams pulling ahead from the ones spinning.

    What that operating model actually looks like in practice is where the preview gets concrete. Keyes lays out how PM teams need to rebuild around clarity, traceability and feedback loops that hold up when an agent, not a junior dev, is doing the implementation. With AI accelerating both the right work and the wrong work in equal measure, the organizations that fix product management first will compound an advantage the rest of the field cannot catch.