【导读】：一位拥有 17 年经验的高级全栈开发者，刚为初创公司做出盈利项目，就因暂助其他团队埋 下"祸根"。他发现团队存在 git force push、任务管理混乱等问题，还找出会泄露密钥的安全漏洞。 即便他给出修复方案，却遭后端开发指责，更被 CTO 以"给同事压力大"为由开除。明明句句属实，却被贴 上"外行"标签，这样遭遇，引发无数人共鸣。 他在 Reddit 的网名是 WorstDeveloperEver（"最烂开发没有之一"，下面就他"烂哥"吧），可见对其遭遇非常 生气的。他的奇特遭遇引发热议。 误入某创业公司 我在一家小型初创公司工作了两个多月。作为一名拥有 17 年工作经验的高级全栈开发，我负责的项目与团队 其他项目相互独立。 公司要求我从零开始搭建这个项目，且尽量减少依赖，最终整个项目的体积控制在了 300KB 以内。其中包含 200KB 经过优化的 webp 格式图片和 100KB 的打包文件，这是一款 SaaS 产品。 CTO 对这个项目非常满意，上线后很快就开始盈利，还让我接手下一个新项目的开发。我对项目进行了全面 优化，最终所有性能指标都达到了 100 分。 在此期间，由于新项目的设计 ...

【导读】：一位拥有 17 年经验的高级全栈开发者，刚为初创公司做出盈利项目，就因暂助其他团队埋下"祸 根"。他发现团队存在 git force push、任务管理混乱等问题，还找出会泄露密钥的安全漏洞。 即便他给出修复方案，却遭后端开发指责，更被 CTO 以"给同事压力大"为由开除。明明句句属实，却被贴 上"外行"标签，这样遭遇，引发无数人共鸣。 他在 Reddit 的网名是 WorstDeveloperEver（"最烂开发没有之一"，下面就他"烂哥"吧），可见对其遭遇非常 生气的。他的奇特遭遇引发热议。 误入某创业公司 我在一家小型初创公司工作了两个多月。作为一名拥有 17 年工作经验的高级全栈开发，我负责的项目与团队 其他项目相互独立。 公司要求我从零开始搭建这个项目，且尽量减少依赖，最终整个项目的体积控制在了 300KB 以内。其中包含 200KB 经过优化的 webp 格式图片和 100KB 的打包文件，这是一款 SaaS 产品。 CTO 对这个项目非常满意，上线后很快就开始盈利，还让我接手下一个新项目的开发。我对项目进行了全面 优化，最终所有性能指标都达到了 100 分。 在此期间，由于新项目的设计 ...

Core Viewpoint - The article discusses the evolution of software engineering in China, emphasizing the need for a localized methodology that integrates agile principles with the unique cultural and organizational context of Chinese enterprises [5][12][14]. Group 1: Historical Context and Evolution - Wu Qiong, a key figure in the software engineering field, introduced Rational Unified Process (RUP) to China, significantly impacting the development practices of many companies [5][6]. - After experiencing the agile development wave in the U.S., Wu Qiong recognized the cultural mismatch when applying Western agile methodologies in Chinese companies, leading to the realization that a tailored approach was necessary [6][7][12]. Group 2: Challenges and Adaptation - The article highlights the contradictions between Western agile practices, which promote self-organization and flexibility, and the more controlled, hierarchical nature of Chinese corporate culture [7][12]. - Wu Qiong's transition from merely importing methodologies to creating a localized framework, known as Adapt, reflects the need for a more suitable approach for Chinese enterprises [8][14]. Group 3: The Impact of AI - The introduction of AI into software engineering is seen as a transformative force, with the potential to disrupt traditional practices and create new challenges in productivity and management [9][21]. - The article discusses the dual perception of AI tools as both productivity enhancers for management and distractions for employees, highlighting the need for a balanced approach to AI integration [9][36]. Group 4: Future Directions - The future of software engineering is expected to involve a more specialized and differentiated approach to AI agents, moving away from a one-size-fits-all model to tailored solutions for specific tasks and industries [24][25]. - The concept of managing AI agents as team members is proposed, suggesting a shift in organizational structures to accommodate this new dynamic [35][38]. Group 5: Methodology and Tools - The Adapt methodology emphasizes the importance of aligning organizational structures, task management, and data flow to enhance efficiency and effectiveness in software development [30][32][49]. - The "Zhiwei" platform is introduced as a flexible management tool that can adapt to the unique needs of organizations, contrasting with rigid off-the-shelf software solutions [52][53].

FY25 Performance Highlights - CACI achieved 16% underlying revenue growth, with 10% being organic[12] - The company secured $10 billion in contract awards, representing a 1.1x TTM book-to-bill ratio[12] - CACI reported an EBITDA margin of 11.2%[12,26] - Free cash flow reached $442 million, demonstrating efficient management of working capital and capital expenditures[12,26] - Adjusted EPS increased by 26% year-over-year[26] FY26 Guidance - CACI anticipates revenue growth of nearly 8% at the midpoint, with a range of 6.6% to 8.9%[22] - The company expects an EBITDA margin in the "mid 11% range"[22] - Free cash flow and free cash flow per share are projected to grow by more than 60%[22] - CACI forecasts free cash flow of at least $710 million[33] Capital Deployment and Balance Sheet - CACI repurchased 436,000 shares at an average price of $344 per share[12,32] - The company closed a $1 billion upsized offering of 6.375% senior unsecured notes[32] - CACI has a strong balance sheet with 2.9x leverage[32]

Core Viewpoint - The article discusses the bureaucratic rigidity of the Tang Dynasty as exemplified by the story of Li Shande, who faced overwhelming challenges in delivering lychees to the emperor, highlighting the pitfalls of top-down decision-making without practical feasibility [6][8][10]. Group 1: Bureaucratic Challenges - The decision-making process in the Tang Dynasty was often disconnected from reality, driven by the whims of powerful leaders without consideration for feasibility or data [9][10]. - Middle management became a "black hole," transferring pressure downwards without providing necessary resources or support, leading to organizational paralysis [10][11]. - The bureaucratic system, designed for stability and efficiency, became a hindrance when faced with new challenges, resulting in significant internal inefficiencies [11][12]. Group 2: Agile Entrepreneurship - Li Shande transitioned from a bureaucratic role to an entrepreneurial mindset, forming a cross-functional team to tackle the lychee delivery challenge [16][21]. - He employed an agile approach, conducting rapid experiments and iterations to find viable solutions, embodying the principle of "minimum viable product" [22][23]. - This shift from a rigid structure to a more flexible, trust-based team dynamic allowed for innovative problem-solving in a constrained environment [16][22]. Group 3: The Aftermath of Success - Despite successfully delivering the lychees, Li Shande received no recognition or reward, illustrating the indifference of the ruling class to individual contributions [26][27]. - His survival after the project was not due to merit but rather a random act of mercy from the emperor, highlighting the chaotic nature of the bureaucratic system [28][29]. - Ultimately, Li Shande's fate serves as a microcosm of the larger decline of the Tang Dynasty, where individual efforts were overshadowed by systemic failures [31][32].

Group 1 - The article discusses the challenges faced by project managers in bureaucratic systems, using the historical example of Li Shande in the Tang Dynasty, who was tasked with delivering lychees to the emperor under impossible conditions [6][10][41] - It highlights the disconnect between high-level decision-makers and the practical realities of project execution, emphasizing that decisions often stem from personal whims rather than data-driven analysis [12][13][19] - The narrative illustrates how middle management can become a "black hole," transferring pressure downwards without providing necessary resources or support, leading to organizational inefficiency [17][18][21] Group 2 - The article emphasizes the importance of adaptability and innovation in overcoming bureaucratic obstacles, as demonstrated by Li Shande's shift towards an entrepreneurial mindset to solve the lychee delivery problem [23][25][28] - It describes how Li Shande formed a cross-functional team to tackle the project, embodying principles of agile development and iterative testing to find solutions [26][36][37] - The narrative concludes with the notion that success in such a rigid system is often not recognized or rewarded, as seen in Li Shande's experience after successfully delivering the lychees [40][44][56]

Group 1: Organizational Change Demand - The current demand for organizational change among companies is driven by the need to survive and develop in an economic downturn, emphasizing a "lighter and more agile" state [1] - The concept of organizational change is characterized by extreme front-line pressure, project-based operations, and performance-driven management [1] Group 2: Project Economy - The rise of the project economy is evidenced by the increasing share of projects in Germany's GDP, which reached 41% in 2019 [2] - Only 35% of global projects are deemed successful, indicating significant waste of resources, time, and opportunities [2] Group 3: Shift from Operations to Projects - Traditional operational organizations are seen as rigid, while project-based organizations are linked to long-term value and organic growth [3] - Companies are increasingly shifting to project-based work to seek breakthroughs, as traditional roles hinder innovation [3] Group 4: Conditions for Project Value - For projects to generate business value, they require adequate resources and supportive policies [4] Group 5: Organizational Structure and Resource Allocation - Many companies' projects are under-resourced, lacking the necessary support from middle and back-office functions, which remain bureaucratic [5] - Successful companies are restructuring to empower middle-office functions and deploy business partners to frontline operations [6] Group 6: Incentivizing Project Contributions - The shift towards project roles raises questions about compensation, necessitating a new incentive structure based on contribution rather than traditional salary models [8][9] - The complexity of compensation in project-based organizations requires innovative approaches to ensure fair distribution of rewards [9] Group 7: Project Management Evolution - Traditional project management methods are outdated, focusing too much on standardization and process rather than results [11] - Agile development has emerged as a more effective project management approach, emphasizing customer engagement and iterative progress [12][13] Group 8: Organizational Transformation Challenges - Many companies claim to have adopted project-based structures, but their understanding often differs from the true essence of project management [10] - Successful organizational change requires top-level commitment and careful planning, rather than just enthusiasm from project managers [13]

Investment Rating - The report emphasizes the necessity for organizations to adopt modern software development practices to remain competitive in a rapidly changing business environment [4][10]. Core Insights - Modern software development is undergoing profound transformation, requiring organizations to embrace new practices that meet the demands for speed, agility, and innovation in the evolving business landscape [11][54]. - The integration of generative AI into software development processes significantly enhances developer satisfaction and productivity, allowing them to focus on meaningful work [10][20]. - The report identifies four interconnected pillars essential for modern software development: speed and agility, visibility through testing and observability, AI-driven automation, and embedded security and governance [10][21]. Summary by Sections Section 1: Speed and Agility - Organizations must accelerate software delivery while ensuring their development processes can adapt to increasing demands for code, infrastructure, and testing [9][36]. - The use of low-code and no-code platforms democratizes software development, enabling "citizen developers" to create applications quickly without extensive coding knowledge [23][36]. Section 2: Visibility and Observability - Effective monitoring and troubleshooting capabilities are crucial as systems become more complex and distributed [30][31]. - Organizations need to adopt a modern observability approach to investigate root causes of issues and ensure successful operation in production environments [30][31]. Section 3: AI-Driven Automation - AI and machine learning are revolutionizing software development by enhancing code generation, testing, and deployment processes [20][21]. - AI tools can suggest code completions, generate test cases, and predict areas in code that are likely to contain errors, thus improving overall software quality [21][22]. Section 4: Embedded Security and Governance - As development speeds increase, security and governance must be integrated into every stage of the development process [21][24]. - Organizations face challenges in monitoring an expanding attack surface and must implement robust data governance measures to ensure compliance and security [25][26]. Section 5: Organizational Change and Culture - Successful adoption of modern software engineering practices requires management support and a cultural shift within organizations [45][46]. - Balancing innovation with security is essential, as organizations leverage AI and automation while maintaining compliance and safety [46][47]. Section 6: Future Outlook - The report concludes that organizations capable of effectively leveraging modern software engineering practices will thrive in a fast-paced, ever-changing environment [53][54].