Max Headroom 
Last week, we had our first Infrastructure & Ops superstream of 2026, Platform Engineering in the Age of AI. Our speakers explored a range of topics focused on supporting new AI workloads, each with unique infrastructure needs, unpredictable costs, and novel security concerns. Google Cloud’s Abdel Sghiouar took the audience through what a good platform for AI looks like, Cockroach Labs’ Jordan Lewis shared lessons learned rolling out a corporate AI platform, Syntasso’s Daniel Bryant outlined a three-layer model for building a good platform, technology leader Sarah Wells discussed the importance of governance and how to make it more manageable, and Thoughtworks’ Ben O’Mahony explained why evals should be part of your observability story. You can watch the highlights here.
The event concluded with a fireside chat between Sam and Nathen Harvey, who leads the DORA team at Google Cloud. DORA has been tracking software delivery performance for over a decade, which means they’ve watched a lot of technology trends come through. Their center of gravity has always been the same question: How quickly and safely can a team move change into a running production application?
AI hasn’t changed that question, although it has made answering it a bit harder. DORA recently released its ROI of AI-Assisted Software Development report to show how AI is working for teams right now, and how that may or may not be contributing to organizations’ bottom lines. Nathen used the findings as a jumping-off point to dig into how AI is changing platform engineering and software development as a whole.
The productivity gap
Sam started by pointing out one of the biggest headline findings from DORA’S 2025 data: Organizations saw about 10% improvement in terms of actual code shipped to production systems. Even though developers likely felt that they were more productive, that doesn’t automatically carry through to production. DORA’s data shows higher throughput alongside higher instability. In other words, teams are shipping more but they’re also more frequently rolling back changes or implementing fixes. The gains at the individual level are real (and 10% is a pretty good number), but those gains aren’t “the dramatic improvements that you find in the headlines.”
AI amplifies good processes (and bad ones)
Nathen explained that AI is an amplifier and mirror that equally reflects the good and bad. On teams where shipping change is already easy, AI tends to keep things running well. On teams where getting change into production is painful, AI generates more change and makes the existing friction more acute. That said, his read on this outcome is cautiously optimistic: “If the pain is more acute, we maybe will invest in addressing that pain.”
The rub is that the investment has to actually happen. Nathen noted that in lower-performing organizations, AI tools often arrive with a reset of expectations rather than an invitation to fix the process: Here’s your new tool. Now we expect more from you. Addressing this problem means reframing the question “Does AI make people more productive?” What we really should be asking is “Under what conditions will AI boost productivity, and who’s responsible for creating them?” And that falls on the organization, not the technology.
Verification isn’t a checkbox
Trust is a big challenge with generative AI. About 30% of DORA survey respondents trust AI output little or not at all. Around 46% trust it “somewhat” (and Nathen is one of them). Despite all the advances in generative AI, these tools still make mistakes, and if you’ve multiplied your ability to generate code without doing anything to scale your ability to verify it, you’ve made your situation worse, not better.
Nathen called this the verification tax, and it belongs in any honest accounting of AI’s productivity impact. Pipeline adaptation belongs there too: Is your delivery pipeline fit for purpose given the volume of change you’re now trying to push through? These costs don’t show up in the headlines about 10x developer productivity. They show up in your incident reports three months later.
DORA recently published an ROI framework and calculator for AI-assisted software development. Nathen was clear that there’s no universal number to offer, and the calculator doesn’t pretend otherwise. What it does is give teams a way to model the real costs, including the learning investment, the verification overhead, and the pipeline changes required.
Context switching and burnout
With productivity on the upswing, AI-induced burnout is becoming a serious concern. (Steve Yegge calls this the “AI vampire.”) DORA’s data for 2025 showed that AI adoption wasn’t strongly connected with burnout, with the caveat that about 64% of DORA survey respondents said they’d never worked in an agentic workflow. Both of those findings are likely to change significantly in 2026.
Nathen highlighted one source of burnout he expects to escalate as agents become the norm: context switching. As he pointed out, software developers spent years arguing for protected focus time to do the deep work that requires them to maintain flow. Agentic workflows are now incentivizing those same developers to voluntarily run a dozen or more agents at once, forcing them to context-switch multiple times every hour. As he joked, “There’s plenty of research that supports the idea that all of us feel like we’re pretty good multitaskers and none of us are.” The consequences are coming, and we’re doing it to ourselves.
The cognitive debt question
Sam Newman brought up the related notion of “cognitive debt,” and in particular, Margaret-Anne Storey’s discussion of it. (See “How Generative and Agentic AI Shift Concern from Technical Debt to Cognitive Debt” and “From Technical Debt to Cognitive and Intent Debt: Rethinking Software Health in the Age of AI.”) Here’s how Storey explains the problem in her blog post:
Debt compounded from going fast lives in the brains of the developers and affects their lived experiences and abilities to “go fast” or to make changes. Even if AI agents produce code that could be easy to understand, the humans involved may have simply lost the plot and may not understand what the program is supposed to do, how their intentions were implemented, or how to possibly change it.
And as Sam noted, this compounds across teams and organizations. As developers increasingly work in parallel with AI rather than with each other, they lose the shared understanding that comes from people building software together. Kent Beck once said that “software design is an exercise in human relationships.” Agentic workflows are putting pressure on that in ways we’re only beginning to see.
Nathen agreed cognitive debt is where he’s most concerned, and both your workers and your architecture will suffer for it. Understanding the ramifications of an architectural decision you made eight months ago takes years of operation to surface, and AI doesn’t help with that at all.
Invest in your platform now
Considering what makes some AI-assisted teams high performers, Nathen explained, “It’s not that you’re using AI but how you’re using AI.” This observation led DORA to develop seven capabilities that, when combined with AI adoption, lead to better outcomes. Nathen briefly ran through the list, ending on quality internal platforms. And here he made a claim about software engineering investment that was, in his words, “a little bit wild”:
Every product engineer that you have in your organization, every engineer that’s focused on building features right now, should probably stop building features and focus on the platform.
His argument is that platforms matter more, not less, in an environment where AI makes it possible for almost anyone in an organization to build something. The people closest to customers and business problems can now generate working software. What they can’t do is ensure that software is durable, secure, and production-ready.
Nathen suggested that the best leverage for software engineering investment today might be building platforms that provide those guardrails, that shift the complexity of production-readiness down into the infrastructure so that anyone building on top of it gets the safety net for free. He acknowledged that moving every product engineer to platform work might be overkill. But the direction of travel is real. The platform is also, as Newman pointed out, where you bring determinism back into a process that AI has made more nondeterministic.
That’s something we’ve been hearing a lot here at O’Reilly. The expansion of who can build doesn’t reduce the need for deep engineering expertise. It changes where that expertise is most valuable, and platforms are a good answer to where.
What DORA’s research tells us
The teams that are doing well are running experiments, learning from them, and spreading those lessons. The measure Nathen suggested is not how many tokens you’ve consumed but how many experiments you’ve run and how well you’re distributing what you’ve learned.
The tools are moving fast enough that any organization locking in a fixed policy around specific tools will find itself stuck. What you want is the capacity to keep learning, which means building the culture and the processes that make learning visible and transferable.
All of DORA’s research is freely available at dora.dev, including the 2025 annual report and the ROI framework. The DORA Community provides a space for practitioners to work through these questions together. If you’re trying to navigate any of this with your team, you may want to spend some time there.
And if you want to dive deeper into Nathen and Sam’s chat or explore the other sessions, you can watch the entire Infrastructure & Ops Superstream on the O’Reilly learning platform. Our next event, on September 9, will cover agentic observability. Register for free here, and check out all the other free live events on O’Reilly.
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