CTO 松川 of 株式会社アイデアログ: spend AI-saved time on cross-role work, not more building

Matsukawa writes from a company that runs venue and rental-space search sites, so the reflection is a practitioner's rather than a research result. He describes a specific pattern inside his own development team: work that once took days now takes hours, and the backlog is large enough that the newly free time is easily absorbed by making more things. The tension he names is between the volume of output and its effect on business results, and he admits he has personally pulled his team toward the former.

His proposed correction runs in two directions. Engineers, whose main territory was building while building was slow, are now asked to join the business side in asking how what was built moved the numbers and what to build next. Business staff, for their part, can now reach into prototype-building and data analysis that used to require an engineer — first making something that moves on its own, or testing a hypothesis directly in the data, rather than filing a request and waiting.

He is explicit that crossing boundaries is not a cure-all and that quality can suffer when people leave their expertise, and he notes that the added speed concentrates upstream and review burdens on particular people — a topic he says he covered elsewhere. He also raises, without softening it, the possibility that some roles may disappear and frames that as a chance to move to a higher-level version of the job.