Technical debt

A friend messaged me lately: Where do you see IT going? Any new patterns in the post-AI era?

My answer started with two recent jobs, both from my own desk. The first was one afternoon, when I asked an agent to build me a small UI that exports data from my workout tracker and from my Fitbit Air through the Google Health API, and merges it into a training agent I’d built. It works, and it will never need to survive me.

For the second, around the same time, I spent a week updating one outdated JavaScript library in an emergency medical dispatch system (the kind that follows an ambulance from the first call to the hospital doors, with the patient’s status reported along the way). It was already running. An agent helped me debug it and swap the library, and the rest of the week went on reading, tracing, testing, and asking what would break and who would notice first.

Same tools on both, but completely different jobs.

There are meetings where everyone in the room knows the truth and nobody says it.

I’d been through the existing codebase. The designs were rough; the code behind them was worse, not catastrophically wrong, just badly built, in the way that happens when a team has been too busy to be honest with itself, and too stubborn to revisit the amateur choices it had made along the way.
I’d written it up. They’d seen my assessment and recommendations, but a new deck was better.

The meeting opened with a presentation: architecture diagrams, process flows, the kind of thing that takes real effort.

I didn’t say much.

Quality is subjective.  
Architecture is judgemental. 
So how on earth do we measure it?

Every architecture review, every design workshop, every committee meeting eventually hits the same wall. Someone asks: “But is this actually good?”

We pretend the answer lives in metrics. Response times. Availability. Coupling scores. Maturity models. Dashboards filled with comforting colours. We convince ourselves that if the numbers are green, the architecture is good.

That is the uncomfortable reality: half the time, those numbers are illusions. They tell part of the story.

I’ve witnessed perfectly green dashboards collapse the moment real business pressure appeared.