Writing code is no longer scarce, so product orgs need rearranging
Citing the Codex team's two PMs, one designer and roughly 40 engineers covering 10-plus surfaces, the author argues code generation is no longer the bottleneck and the scarce skill is defining what counts as correct before building.
Every product org was built on one belief: writing code is hard, and engineers are your scarcest resource. Almost every process you run exists because of it. Estimation. Prioritisation ceremonies. The whole apparatus of deciding what the expensive people work on. That belief is now false, and the org charts have not caught up. Look at what Codex ships with. Two PMs, one designer, and roughly 40 engineers, covering 10 to 12 surfaces. Run that ratio against your own team and see what it implies about where your bottleneck actually sits. If generating the code is no longer the constraint, then the scarce thing is deciding what correct means before anything gets built. That is a different job, and it is not the one most roadmaps are organised around. The uncomfortable part: most of what a PM does today is coordination overhead created by the old constraint. When the constraint goes, the overhead does not automatically go with it. Somebody has to delete it. The full operating model: https://t.co/YqLLpGc8LI