Eh, I just don't see it. GE and IBM and Boeing are solving the problems they want to solve. Management dysfunction can't be blamed on low-quality workers. Anyway, I'm a little reluctant to draw the parallel with Boeing because I simply don't know what kind of work goes into that sort of engineering. Maybe cleverness is a big part!
> Yes, because given time someone clever would have came in and fixed it.
I can't emphasize enough how much software engineers overestimate the value of their own cleverness. Bugs are fixed with persistence, in my experience—I've used "cleverness" to find only a handful of bugs across my entire nearly two-decade career. I don't want to say I'm "the best engineer on the team" or anything like that, but I dependably fix the bugs that are put on my plate regardless of how frustrating they are to crack, regardless of what tools I need to bust out to get the job done. Debuggers, printf, valgrind, core dumps, packet captures, profilers, repls, disassembly, whatever's necessary. But all of these take persistence to reach for and use to crack the case. Experience is a short cut, but that's a very different thing than cleverness, and you very directly pay for that experience.
Not to mention if I see "cleverness" in a code review you're gonna bet I'm gonna comment and ask you to make it less clever unless that cleverness seems to neatly solve a problem. Even then, commenting is absolutely critical.
Time, not cleverness, is the key.
Hell, the joke used to be that being a software engineer is 80% googling. Now that barrier's been lowered even further with chatbots: you can literally ask it to find the bug, explain behavior, fix the bug, etc. It doesn't take much competence to correct the output. All it takes is not giving up when you see problems.
