#aiinsoftwaredevelopment — Public Fediverse posts
Live and recent posts from across the Fediverse tagged #aiinsoftwaredevelopment, aggregated by home.social.
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👻 Monster anti-pattern of 2026: pretending GenAI can magically speed up Product Backlog Refinement. Several voices suggest it can write the User Stories, Acceptance Criteria, even do estimation. The trouble: refinement isn't a writing task, it's how the team builds shared understanding. Hand the writing to a machine and you skip the conversation that was the whole point.
If your team has ever handed refinement to a tool to save time, what did you actually lose?
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👻 Monster anti-pattern of 2026: pretending GenAI can magically speed up Product Backlog Refinement. Several voices suggest it can write the User Stories, Acceptance Criteria, even do estimation. The trouble: refinement isn't a writing task, it's how the team builds shared understanding. Hand the writing to a machine and you skip the conversation that was the whole point.
If your team has ever handed refinement to a tool to save time, what did you actually lose?
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👻 Monster anti-pattern of 2026: pretending GenAI can magically speed up Product Backlog Refinement. Several voices suggest it can write the User Stories, Acceptance Criteria, even do estimation. The trouble: refinement isn't a writing task, it's how the team builds shared understanding. Hand the writing to a machine and you skip the conversation that was the whole point.
If your team has ever handed refinement to a tool to save time, what did you actually lose?
-
👻 Monster anti-pattern of 2026: pretending GenAI can magically speed up Product Backlog Refinement. Several voices suggest it can write the User Stories, Acceptance Criteria, even do estimation. The trouble: refinement isn't a writing task, it's how the team builds shared understanding. Hand the writing to a machine and you skip the conversation that was the whole point.
If your team has ever handed refinement to a tool to save time, what did you actually lose?
-
👻 Monster anti-pattern of 2026: pretending GenAI can magically speed up Product Backlog Refinement. Several voices suggest it can write the User Stories, Acceptance Criteria, even do estimation. The trouble: refinement isn't a writing task, it's how the team builds shared understanding. Hand the writing to a machine and you skip the conversation that was the whole point.
If your team has ever handed refinement to a tool to save time, what did you actually lose?
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🔍 I have a ruleset for Claude around duplicate code. It confidently reported it had checked for duplicates on a 1500-line change. It hadn't, I found one function duplicated three times, and Claude eventually admitted to five.
Skill loss happens wherever we hand a task to GenAI, and if it's right 95% of the time, we still need the skill to catch the other 5%.
Make deliberate choices about what to abandon and what to keep sharp. Practice the skills you intend to maintain. Make it a choice, not an accident.
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🔍 I have a ruleset for Claude around duplicate code. It confidently reported it had checked for duplicates on a 1500-line change. It hadn't, I found one function duplicated three times, and Claude eventually admitted to five.
Skill loss happens wherever we hand a task to GenAI, and if it's right 95% of the time, we still need the skill to catch the other 5%.
Make deliberate choices about what to abandon and what to keep sharp. Practice the skills you intend to maintain. Make it a choice, not an accident.
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🔍 I have a ruleset for Claude around duplicate code. It confidently reported it had checked for duplicates on a 1500-line change. It hadn't, I found one function duplicated three times, and Claude eventually admitted to five.
Skill loss happens wherever we hand a task to GenAI, and if it's right 95% of the time, we still need the skill to catch the other 5%.
Make deliberate choices about what to abandon and what to keep sharp. Practice the skills you intend to maintain. Make it a choice, not an accident.
-
🔍 I have a ruleset for Claude around duplicate code. It confidently reported it had checked for duplicates on a 1500-line change. It hadn't, I found one function duplicated three times, and Claude eventually admitted to five.
Skill loss happens wherever we hand a task to GenAI, and if it's right 95% of the time, we still need the skill to catch the other 5%.
Make deliberate choices about what to abandon and what to keep sharp. Practice the skills you intend to maintain. Make it a choice, not an accident.
-
🔍 I have a ruleset for Claude around duplicate code. It confidently reported it had checked for duplicates on a 1500-line change. It hadn't, I found one function duplicated three times, and Claude eventually admitted to five.
Skill loss happens wherever we hand a task to GenAI, and if it's right 95% of the time, we still need the skill to catch the other 5%.
Make deliberate choices about what to abandon and what to keep sharp. Practice the skills you intend to maintain. Make it a choice, not an accident.
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🧪 More and more products are clearly built with GenAI: features that don't fit together, some solving no real problem.
Even when building is cheap, building the wrong thing is still expensive.
Before GenAI the bottleneck was Quality Assurance. GenAI doesn't fix that, it just pushes more code upstream of the same bottleneck. Classic Theory of Constraints.
GenAI speeds up the mechanics of Discovery, which means we need to spend MORE time thinking, not less. Ask each week: what did we learn that changed our plan? If nothing, it's theatre.
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🧪 More and more products are clearly built with GenAI: features that don't fit together, some solving no real problem.
Even when building is cheap, building the wrong thing is still expensive.
Before GenAI the bottleneck was Quality Assurance. GenAI doesn't fix that, it just pushes more code upstream of the same bottleneck. Classic Theory of Constraints.
GenAI speeds up the mechanics of Discovery, which means we need to spend MORE time thinking, not less. Ask each week: what did we learn that changed our plan? If nothing, it's theatre.
-
🧪 More and more products are clearly built with GenAI: features that don't fit together, some solving no real problem.
Even when building is cheap, building the wrong thing is still expensive.
Before GenAI the bottleneck was Quality Assurance. GenAI doesn't fix that, it just pushes more code upstream of the same bottleneck. Classic Theory of Constraints.
GenAI speeds up the mechanics of Discovery, which means we need to spend MORE time thinking, not less. Ask each week: what did we learn that changed our plan? If nothing, it's theatre.
-
🧪 More and more products are clearly built with GenAI: features that don't fit together, some solving no real problem.
Even when building is cheap, building the wrong thing is still expensive.
Before GenAI the bottleneck was Quality Assurance. GenAI doesn't fix that, it just pushes more code upstream of the same bottleneck. Classic Theory of Constraints.
GenAI speeds up the mechanics of Discovery, which means we need to spend MORE time thinking, not less. Ask each week: what did we learn that changed our plan? If nothing, it's theatre.
-
🧪 More and more products are clearly built with GenAI: features that don't fit together, some solving no real problem.
Even when building is cheap, building the wrong thing is still expensive.
Before GenAI the bottleneck was Quality Assurance. GenAI doesn't fix that, it just pushes more code upstream of the same bottleneck. Classic Theory of Constraints.
GenAI speeds up the mechanics of Discovery, which means we need to spend MORE time thinking, not less. Ask each week: what did we learn that changed our plan? If nothing, it's theatre.
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I spent a week warning people about the risks of LLM code generation. Then I fell into the same trap.
I automated my course-prep emails, the repetitive, error-prone kind. Claude Code copied, tagged, uploaded, and I carefully reviewed and sent. Later I realized it had sent them only to me, and one had the wrong date anyway.
Making mistakes faster is not winning. The automation didn't remove the failure mode, it just got me there sooner. The review step you're counting on is doing more work than you think.
https://agilepainrelief.com/newsletter-subscribe/?utm_source=mastodon&utm_campaign=archive-reshare
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I spent a week warning people about the risks of LLM code generation. Then I fell into the same trap.
I automated my course-prep emails, the repetitive, error-prone kind. Claude Code copied, tagged, uploaded, and I carefully reviewed and sent. Later I realized it had sent them only to me, and one had the wrong date anyway.
Making mistakes faster is not winning. The automation didn't remove the failure mode, it just got me there sooner. The review step you're counting on is doing more work than you think.
https://agilepainrelief.com/newsletter-subscribe/?utm_source=mastodon&utm_campaign=archive-reshare
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I spent a week warning people about the risks of LLM code generation. Then I fell into the same trap.
I automated my course-prep emails, the repetitive, error-prone kind. Claude Code copied, tagged, uploaded, and I carefully reviewed and sent. Later I realized it had sent them only to me, and one had the wrong date anyway.
Making mistakes faster is not winning. The automation didn't remove the failure mode, it just got me there sooner. The review step you're counting on is doing more work than you think.
https://agilepainrelief.com/newsletter-subscribe/?utm_source=mastodon&utm_campaign=archive-reshare
-
I spent a week warning people about the risks of LLM code generation. Then I fell into the same trap.
I automated my course-prep emails, the repetitive, error-prone kind. Claude Code copied, tagged, uploaded, and I carefully reviewed and sent. Later I realized it had sent them only to me, and one had the wrong date anyway.
Making mistakes faster is not winning. The automation didn't remove the failure mode, it just got me there sooner. The review step you're counting on is doing more work than you think.
https://agilepainrelief.com/newsletter-subscribe/?utm_source=mastodon&utm_campaign=archive-reshare
-
I spent a week warning people about the risks of LLM code generation. Then I fell into the same trap.
I automated my course-prep emails, the repetitive, error-prone kind. Claude Code copied, tagged, uploaded, and I carefully reviewed and sent. Later I realized it had sent them only to me, and one had the wrong date anyway.
Making mistakes faster is not winning. The automation didn't remove the failure mode, it just got me there sooner. The review step you're counting on is doing more work than you think.
https://agilepainrelief.com/newsletter-subscribe/?utm_source=mastodon&utm_campaign=archive-reshare
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⏱️ Shortly after ChatGPT 4o, people talked about doing Backlog Refinement in minutes with GenAI. Most have realized that's a bad idea.
Sprint Planning isn't about a tidy Sprint Backlog. It's the team building a shared understanding of the Sprint Goal, capacity, and how they'll get there. A faster event doesn't build that understanding, it skips it.
So don't ask how GenAI makes the event quicker. Ask how it helps the team spot what gets missed and go deeper. Stress-test the plan: yes. Write your Sprint Goal for you: no.
GenAI amplifies what you're already doing, good and bad.
-
⏱️ Shortly after ChatGPT 4o, people talked about doing Backlog Refinement in minutes with GenAI. Most have realized that's a bad idea.
Sprint Planning isn't about a tidy Sprint Backlog. It's the team building a shared understanding of the Sprint Goal, capacity, and how they'll get there. A faster event doesn't build that understanding, it skips it.
So don't ask how GenAI makes the event quicker. Ask how it helps the team spot what gets missed and go deeper. Stress-test the plan: yes. Write your Sprint Goal for you: no.
GenAI amplifies what you're already doing, good and bad.
-
⏱️ Shortly after ChatGPT 4o, people talked about doing Backlog Refinement in minutes with GenAI. Most have realized that's a bad idea.
Sprint Planning isn't about a tidy Sprint Backlog. It's the team building a shared understanding of the Sprint Goal, capacity, and how they'll get there. A faster event doesn't build that understanding, it skips it.
So don't ask how GenAI makes the event quicker. Ask how it helps the team spot what gets missed and go deeper. Stress-test the plan: yes. Write your Sprint Goal for you: no.
GenAI amplifies what you're already doing, good and bad.
-
⏱️ Shortly after ChatGPT 4o, people talked about doing Backlog Refinement in minutes with GenAI. Most have realized that's a bad idea.
Sprint Planning isn't about a tidy Sprint Backlog. It's the team building a shared understanding of the Sprint Goal, capacity, and how they'll get there. A faster event doesn't build that understanding, it skips it.
So don't ask how GenAI makes the event quicker. Ask how it helps the team spot what gets missed and go deeper. Stress-test the plan: yes. Write your Sprint Goal for you: no.
GenAI amplifies what you're already doing, good and bad.
-
⏱️ Shortly after ChatGPT 4o, people talked about doing Backlog Refinement in minutes with GenAI. Most have realized that's a bad idea.
Sprint Planning isn't about a tidy Sprint Backlog. It's the team building a shared understanding of the Sprint Goal, capacity, and how they'll get there. A faster event doesn't build that understanding, it skips it.
So don't ask how GenAI makes the event quicker. Ask how it helps the team spot what gets missed and go deeper. Stress-test the plan: yes. Write your Sprint Goal for you: no.
GenAI amplifies what you're already doing, good and bad.
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🤖 Tools keep promising to automate the parts of Scrum that are entirely about human connection. It's worth naming why they miss.
One vendor replaces the Daily Scrum with scheduled text and video reports for admins. But the Daily Scrum exists to inspect progress toward the Sprint Goal, surface impediments, and plan the day together. An automated tool serves none of that. It has nothing to do with Scrum, except that it stole the language.
Same story for Retrospectives on autopilot from survey submissions. Grouping exercises exist to start a conversation about how problems connect; hand that to AI and you've replaced the human insight that was the whole point.
Data collection and note-taking can help. Replacing the conversation doesn't.
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🤖 Tools keep promising to automate the parts of Scrum that are entirely about human connection. It's worth naming why they miss.
One vendor replaces the Daily Scrum with scheduled text and video reports for admins. But the Daily Scrum exists to inspect progress toward the Sprint Goal, surface impediments, and plan the day together. An automated tool serves none of that. It has nothing to do with Scrum, except that it stole the language.
Same story for Retrospectives on autopilot from survey submissions. Grouping exercises exist to start a conversation about how problems connect; hand that to AI and you've replaced the human insight that was the whole point.
Data collection and note-taking can help. Replacing the conversation doesn't.
-
🤖 Tools keep promising to automate the parts of Scrum that are entirely about human connection. It's worth naming why they miss.
One vendor replaces the Daily Scrum with scheduled text and video reports for admins. But the Daily Scrum exists to inspect progress toward the Sprint Goal, surface impediments, and plan the day together. An automated tool serves none of that. It has nothing to do with Scrum, except that it stole the language.
Same story for Retrospectives on autopilot from survey submissions. Grouping exercises exist to start a conversation about how problems connect; hand that to AI and you've replaced the human insight that was the whole point.
Data collection and note-taking can help. Replacing the conversation doesn't.
-
🤖 Tools keep promising to automate the parts of Scrum that are entirely about human connection. It's worth naming why they miss.
One vendor replaces the Daily Scrum with scheduled text and video reports for admins. But the Daily Scrum exists to inspect progress toward the Sprint Goal, surface impediments, and plan the day together. An automated tool serves none of that. It has nothing to do with Scrum, except that it stole the language.
Same story for Retrospectives on autopilot from survey submissions. Grouping exercises exist to start a conversation about how problems connect; hand that to AI and you've replaced the human insight that was the whole point.
Data collection and note-taking can help. Replacing the conversation doesn't.
-
🤖 Tools keep promising to automate the parts of Scrum that are entirely about human connection. It's worth naming why they miss.
One vendor replaces the Daily Scrum with scheduled text and video reports for admins. But the Daily Scrum exists to inspect progress toward the Sprint Goal, surface impediments, and plan the day together. An automated tool serves none of that. It has nothing to do with Scrum, except that it stole the language.
Same story for Retrospectives on autopilot from survey submissions. Grouping exercises exist to start a conversation about how problems connect; hand that to AI and you've replaced the human insight that was the whole point.
Data collection and note-taking can help. Replacing the conversation doesn't.
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🏋️ How I explain Technical Debt to non-technical people: imagine your developers in a large gym. Time them running across and back. Now scatter chairs across the middle at random. They're slower. Add more, and eventually they have to crawl.
The chairs are the technical debt; the extra time is the interest, paid on every trip. AI-generated code has become a major new source of those chairs.
How many has your team quietly added this year?
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🏋️ How I explain Technical Debt to non-technical people: imagine your developers in a large gym. Time them running across and back. Now scatter chairs across the middle at random. They're slower. Add more, and eventually they have to crawl.
The chairs are the technical debt; the extra time is the interest, paid on every trip. AI-generated code has become a major new source of those chairs.
How many has your team quietly added this year?
-
🏋️ How I explain Technical Debt to non-technical people: imagine your developers in a large gym. Time them running across and back. Now scatter chairs across the middle at random. They're slower. Add more, and eventually they have to crawl.
The chairs are the technical debt; the extra time is the interest, paid on every trip. AI-generated code has become a major new source of those chairs.
How many has your team quietly added this year?
-
🏋️ How I explain Technical Debt to non-technical people: imagine your developers in a large gym. Time them running across and back. Now scatter chairs across the middle at random. They're slower. Add more, and eventually they have to crawl.
The chairs are the technical debt; the extra time is the interest, paid on every trip. AI-generated code has become a major new source of those chairs.
How many has your team quietly added this year?
-
🏋️ How I explain Technical Debt to non-technical people: imagine your developers in a large gym. Time them running across and back. Now scatter chairs across the middle at random. They're slower. Add more, and eventually they have to crawl.
The chairs are the technical debt; the extra time is the interest, paid on every trip. AI-generated code has become a major new source of those chairs.
How many has your team quietly added this year?
-
📉 Canada has had a productivity problem: 88% as productive as the US per hour in 1984, 71% by 2022. The new AI strategy promises a 3% GDP boost by lifting business AI adoption from 12% to 60% by 2034.
But adoption of AI doesn't make an organization more productive. Dropping it onto a broken process automates the mess, and an adoption target invites AI washing.
To lift it, treat each organization as a system and fix the bottleneck.
-
📉 Canada has had a productivity problem: 88% as productive as the US per hour in 1984, 71% by 2022. The new AI strategy promises a 3% GDP boost by lifting business AI adoption from 12% to 60% by 2034.
But adoption of AI doesn't make an organization more productive. Dropping it onto a broken process automates the mess, and an adoption target invites AI washing.
To lift it, treat each organization as a system and fix the bottleneck.
-
📉 Canada has had a productivity problem: 88% as productive as the US per hour in 1984, 71% by 2022. The new AI strategy promises a 3% GDP boost by lifting business AI adoption from 12% to 60% by 2034.
But adoption of AI doesn't make an organization more productive. Dropping it onto a broken process automates the mess, and an adoption target invites AI washing.
To lift it, treat each organization as a system and fix the bottleneck.
-
📉 Canada has had a productivity problem: 88% as productive as the US per hour in 1984, 71% by 2022. The new AI strategy promises a 3% GDP boost by lifting business AI adoption from 12% to 60% by 2034.
But adoption of AI doesn't make an organization more productive. Dropping it onto a broken process automates the mess, and an adoption target invites AI washing.
To lift it, treat each organization as a system and fix the bottleneck.
-
📉 Canada has had a productivity problem: 88% as productive as the US per hour in 1984, 71% by 2022. The new AI strategy promises a 3% GDP boost by lifting business AI adoption from 12% to 60% by 2034.
But adoption of AI doesn't make an organization more productive. Dropping it onto a broken process automates the mess, and an adoption target invites AI washing.
To lift it, treat each organization as a system and fix the bottleneck.
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🤖 Good news for ScrumMasters: you're safe.
I went looking for useful Claude skills for ScrumMasters, Product Owners and Agile Coaches. What's out there: run the Daily Scrum as a progress summary (it even had a token budget), plan Sprints from capacity and velocity, run Retrospectives where the LLM does all the thinking, turn BDD (a conversation tool) into a rigid spec generator.
Automating the output, skipping the thinking.
-
🤖 Good news for ScrumMasters: you're safe.
I went looking for useful Claude skills for ScrumMasters, Product Owners and Agile Coaches. What's out there: run the Daily Scrum as a progress summary (it even had a token budget), plan Sprints from capacity and velocity, run Retrospectives where the LLM does all the thinking, turn BDD (a conversation tool) into a rigid spec generator.
Automating the output, skipping the thinking.
-
🤖 Good news for ScrumMasters: you're safe.
I went looking for useful Claude skills for ScrumMasters, Product Owners and Agile Coaches. What's out there: run the Daily Scrum as a progress summary (it even had a token budget), plan Sprints from capacity and velocity, run Retrospectives where the LLM does all the thinking, turn BDD (a conversation tool) into a rigid spec generator.
Automating the output, skipping the thinking.
-
🤖 Good news for ScrumMasters: you're safe.
I went looking for useful Claude skills for ScrumMasters, Product Owners and Agile Coaches. What's out there: run the Daily Scrum as a progress summary (it even had a token budget), plan Sprints from capacity and velocity, run Retrospectives where the LLM does all the thinking, turn BDD (a conversation tool) into a rigid spec generator.
Automating the output, skipping the thinking.
-
🤖 Good news for ScrumMasters: you're safe.
I went looking for useful Claude skills for ScrumMasters, Product Owners and Agile Coaches. What's out there: run the Daily Scrum as a progress summary (it even had a token budget), plan Sprints from capacity and velocity, run Retrospectives where the LLM does all the thinking, turn BDD (a conversation tool) into a rigid spec generator.
Automating the output, skipping the thinking.
-
🏥 Use GenAI to speed up ER triage, but if the hospital is at 100% bed capacity, faster triage barely helps. The beds are the bottleneck.
Humber River Hospital's command centre works because a cross-disciplinary group watches the whole flow. GE brands it "AI", but that pattern-finding predates ChatGPT. Improving the flow made it effective, not AI.
Study the flow before you drop GenAI on a bottleneck.
-
🏥 Use GenAI to speed up ER triage, but if the hospital is at 100% bed capacity, faster triage barely helps. The beds are the bottleneck.
Humber River Hospital's command centre works because a cross-disciplinary group watches the whole flow. GE brands it "AI", but that pattern-finding predates ChatGPT. Improving the flow made it effective, not AI.
Study the flow before you drop GenAI on a bottleneck.
-
🏥 Use GenAI to speed up ER triage, but if the hospital is at 100% bed capacity, faster triage barely helps. The beds are the bottleneck.
Humber River Hospital's command centre works because a cross-disciplinary group watches the whole flow. GE brands it "AI", but that pattern-finding predates ChatGPT. Improving the flow made it effective, not AI.
Study the flow before you drop GenAI on a bottleneck.
-
🏥 Use GenAI to speed up ER triage, but if the hospital is at 100% bed capacity, faster triage barely helps. The beds are the bottleneck.
Humber River Hospital's command centre works because a cross-disciplinary group watches the whole flow. GE brands it "AI", but that pattern-finding predates ChatGPT. Improving the flow made it effective, not AI.
Study the flow before you drop GenAI on a bottleneck.
-
🏥 Use GenAI to speed up ER triage, but if the hospital is at 100% bed capacity, faster triage barely helps. The beds are the bottleneck.
Humber River Hospital's command centre works because a cross-disciplinary group watches the whole flow. GE brands it "AI", but that pattern-finding predates ChatGPT. Improving the flow made it effective, not AI.
Study the flow before you drop GenAI on a bottleneck.
-
🇨🇦 Canada's new AI strategy promises a 3% GDP boost by raising business adoption of GenAI from 12% to 60% by 2034.
My worry: adoption of GenAI doesn't make an organization more productive. Dropping it onto a broken process just automates the mess. Measure success by adoption rate and orgs will claim they're "doing AI" to hit the number.
To improve productivity, treat each organization as a system and eliminate the bottleneck.
-
🇨🇦 Canada's new AI strategy promises a 3% GDP boost by raising business adoption of GenAI from 12% to 60% by 2034.
My worry: adoption of GenAI doesn't make an organization more productive. Dropping it onto a broken process just automates the mess. Measure success by adoption rate and orgs will claim they're "doing AI" to hit the number.
To improve productivity, treat each organization as a system and eliminate the bottleneck.
-
🇨🇦 Canada's new AI strategy promises a 3% GDP boost by raising business adoption of GenAI from 12% to 60% by 2034.
My worry: adoption of GenAI doesn't make an organization more productive. Dropping it onto a broken process just automates the mess. Measure success by adoption rate and orgs will claim they're "doing AI" to hit the number.
To improve productivity, treat each organization as a system and eliminate the bottleneck.
-
🇨🇦 Canada's new AI strategy promises a 3% GDP boost by raising business adoption of GenAI from 12% to 60% by 2034.
My worry: adoption of GenAI doesn't make an organization more productive. Dropping it onto a broken process just automates the mess. Measure success by adoption rate and orgs will claim they're "doing AI" to hit the number.
To improve productivity, treat each organization as a system and eliminate the bottleneck.
-
🇨🇦 Canada's new AI strategy promises a 3% GDP boost by raising business adoption of GenAI from 12% to 60% by 2034.
My worry: adoption of GenAI doesn't make an organization more productive. Dropping it onto a broken process just automates the mess. Measure success by adoption rate and orgs will claim they're "doing AI" to hit the number.
To improve productivity, treat each organization as a system and eliminate the bottleneck.
-
🏷️ AI washing: GE promotes Humber River Hospital's command centre as an AI system, but the AI isn't the central feature.
The real value is a cross-disciplinary group paying constant attention to how the hospital works and fixing constraints as they appear. AI helps only because they've studied the flow and set metrics that matter.
The irony? That pattern-finding predates ChatGPT. Flow made the hospital effective, not AI.
-
🏷️ AI washing: GE promotes Humber River Hospital's command centre as an AI system, but the AI isn't the central feature.
The real value is a cross-disciplinary group paying constant attention to how the hospital works and fixing constraints as they appear. AI helps only because they've studied the flow and set metrics that matter.
The irony? That pattern-finding predates ChatGPT. Flow made the hospital effective, not AI.
-
🏷️ AI washing: GE promotes Humber River Hospital's command centre as an AI system, but the AI isn't the central feature.
The real value is a cross-disciplinary group paying constant attention to how the hospital works and fixing constraints as they appear. AI helps only because they've studied the flow and set metrics that matter.
The irony? That pattern-finding predates ChatGPT. Flow made the hospital effective, not AI.
-
🏷️ AI washing: GE promotes Humber River Hospital's command centre as an AI system, but the AI isn't the central feature.
The real value is a cross-disciplinary group paying constant attention to how the hospital works and fixing constraints as they appear. AI helps only because they've studied the flow and set metrics that matter.
The irony? That pattern-finding predates ChatGPT. Flow made the hospital effective, not AI.
-
🏷️ AI washing: GE promotes Humber River Hospital's command centre as an AI system, but the AI isn't the central feature.
The real value is a cross-disciplinary group paying constant attention to how the hospital works and fixing constraints as they appear. AI helps only because they've studied the flow and set metrics that matter.
The irony? That pattern-finding predates ChatGPT. Flow made the hospital effective, not AI.