• GenAI enables developers to work faster, but it also gives rise to new challenges by increasing the homogenization of code and the isolation of remote workers.
• In an ideal scenario, GenAI will free up more time for creative tasks. However, teams will still need to maintain their commitment and be fully aware of their role in the development of projects.
Keeping technical teams motivated is a real headache for CTOs and CIOs, who must constantly innovate to hold on to talented developers at a time of growing competition in the field of AI. At the same time, these managers need to cope with impact of GenAi on the creativity of their teams. In a recent article entitled “Creativity, Generative AI, and Software Development: A Research Agenda”, a group of researchers have pointed out that generative AI can potentially disrupt developers’ routines and their work on largescale software projects. To overcome this challenge, they further argue that developers will need to view their creativity as contributing to a drive for innovation facilitated by a recourse to GenAI that does not devalue their human skills. Managers should therefore help their development teams strike a balance between what they produce and the manner in which they produce it, and also take into account the fact that many developers see themselves as craftsmen who are trained to write code. “And like any craftsmen, developers need to feel proud of what they produce,” notes Thibaud Courtoison, the CTO of the start-up Prolong, which provides a circular economy platform for after-sales services. “We don’t just work in tech for its own sake. It’s important for teams to encourage technical excellence, whether it be in the production of high-quality code or the adoption of nonconventional but effective solutions etc.,” adds Courtoison.
Generative AI could potentially exacerbate certain problems
While generative AI enables developers to work faster, it may also engender unwanted consequences: notably there is a risk that under its influence future generations of software will be much more homogenous and lacking in originality. To counterbalance this impact, the researchers recommend that teams focus on AI’s potential to create highly customized user experiences. At the same time, GenAI may also exacerbate existing problems that are already an issue for developers. For example, it could add to the isolation of remote workers if “virtual collaboration is no longer needed when one can brainstorm with the GenAI.” In anticipation of such changes, it is crucial to understand what motivates developers. “Every developer has different motivational levers,” points out Laurent Michelet, the CTO of Shopopop, which develops its own crowd-shipping software. “To better understand them, we organise workshops based on to identify their intrinsic priorities and to find out, for example, if they are more attracted to management or technical expertise, or to other aspects such as their level of freedom.”
The question of technical expertise
Generative AI is also reshuffling the deck when it comes to technical expertise. In the pessimistic scenario assessed by the researchers, “GenAI advances to the point where it can do almost all the work of software developers and so the role of humans in development work is greatly diminished. There is no need for creativity from humans; instead, GenAI is the creative force.” With this in mind, it is very important for CIOs and CTOs to focus on technological excellence. “As a CTO, I need to stay up to date with transformation planning and project a technical vision extending over two to three years so that I can continue to offer attractive technologies to my teams,” explains Laurent Michelet.
Developers with more free time
In the optimistic scenario explored by the researchers, “creativity increases to create ever more exciting products with developers actively involved. This is because developers have more time for creative thinking, as they offload the more mundane work of software development to the GenAI. The additional time provides developers with ample slack time for deep thought, and to use GenAI to brainstorm, discuss potential ideas, and involve it as a fellow creative partner.” However, the need to maintain developers’ responsibility for software should not be neglected. “ChatGPT is not going to replace them, and they should not be seen as mere subordinates. They will need to be aware that their work doesn’t stop once systems go online and to take charge of the evolution and monitoring of applications,” points out Thibaud Courtoison. CIOs can also take action to build bridges between development teams and other departments in large corporations. Stéphane Decaudin, Practice Technologies Director for Executive Search at Grant Alexander, cites the example of an initiative of this kind in a world-famous transport company: “the idea was to migrate an application to the cloud and also take advantage of the opportunity to create closer links between the developers and the businesspeople who will be using the application on a daily basis.” With GenAI, companies may well have an opportunity to bring more diversity to project teams and give developers the chance to see how their tools are understood and used by colleagues in other roles.
Jurgen Appelo’s ten motivators
Jurgen Appelo, the author of Management 3.0, developed a work-life model of motivation with ten specific motivators: curiosity, relatedness, honour, goal, status, mastery, freedom, acceptance, order, and power.
