Martin Heller
Contributing Writer

Developers are not fungible commodities

analysis
Mar 13, 20082 mins

I had a long visit from Richard Rabins of Alpha Software on Wednesday. It was supposed to be a short software demo and a brief lunch, but time got away from both of us. I'll write about the demo another time. One of the topics we touched on in a wide-ranging conversation hit a nerve. As Richard's story goes, when Alpha sold the AlphaWorks package to Lotus, at the last minute Lotus mentioned that they wanted one

I had a long visit from Richard Rabins of Alpha Software on Wednesday. It was supposed to be a short software demo and a brief lunch, but time got away from both of us.

I’ll write about the demo another time. One of the topics we touched on in a wide-ranging conversation hit a nerve. As Richard’s story goes, when Alpha sold the AlphaWorks package to Lotus, at the last minute Lotus mentioned that they wanted one of the key AlphaWorks developers to work for Lotus.

“I let them know that they could have mentioned that a bit earlier. The answer was nevertheless a resounding NO! Software developers are not fungible commodities to be bought and sold. You can’t grow or train great developers: they just happen. We eventually compromised, and he went on loan to Lotus for six months.”

“Software developers are not fungible commodities” struck a chord with me. As you probably know, “fungible” means interchangeable, and a fungible commodity like wheat or oil can be traded in a futures market.

I’ve never met two software developers who had exactly the same talents, skills, and training. Even if such a pair of twins existed, they’d know different things, because they’d have different experiences.

This leads me to consider the personnel policies of many large companies. If you lay off an expensive but productive ten-year veteran who knows every detail of your architecture and every line of your code intimately, and then replace him with an inexpensive kid with a gleaming new CS degree, what are you going to get?

Then consider outsourcing. If you lay off your expensive US-based internal development staff and outsource to India at a third the hourly cost, will you ultimately save any money? Will you be able to maintain the quality of your products? Will you improve your time to market, or will you discover that your product is now well on its way to perdition?

What’s your take?

Martin Heller

Martin Heller is a contributing writer at InfoWorld. Formerly a web and Windows programming consultant, he developed databases, software, and websites from his office in Andover, Massachusetts, from 1986 to 2010. From 2010 to August of 2012, Martin was vice president of technology and education at Alpha Software. From March 2013 to January 2014, he was chairman of Tubifi, maker of a cloud-based video editor, having previously served as CEO.

Martin is the author or co-author of nearly a dozen PC software packages and half a dozen Web applications. He is also the author of several books on Windows programming. As a consultant, Martin has worked with companies of all sizes to design, develop, improve, and/or debug Windows, web, and database applications, and has performed strategic business consulting for high-tech corporations ranging from tiny to Fortune 100 and from local to multinational.

Martin’s specialties include programming languages C++, Python, C#, JavaScript, and SQL, and databases PostgreSQL, MySQL, Microsoft SQL Server, Oracle Database, Google Cloud Spanner, CockroachDB, MongoDB, Cassandra, and Couchbase. He writes about software development, data management, analytics, AI, and machine learning, contributing technology analyses, explainers, how-to articles, and hands-on reviews of software development tools, data platforms, AI models, machine learning libraries, and much more.

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