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Marc Andreessen famously said that software is eating the world. While I certainly agree with Marc that software companies are redefining our economies, I believe that much of that technological shift is being driven by data. So is the value of a business in the data or is it in the software? I believe data is eating the world because the value is increasingly more in the data and not the software. Let's investigate why.
Netflix provides a great example of a data-driven customer-centric company. By introducing streaming video, their software "ate" the traditional DVD business. But Netflix soon realized their future wasn't in the medium of delivery -- it was in the wealth of data generated simply by people using the service. The day-to-day data generated by Netflix viewers provides a crucial ingredient to competing in the marketplace and defining the company's mission: improving the quality of the service.
To that end, Netflix uses passive data -- the information gathered quietly in the background without disrupting users' natural behaviors -- to provide TV and movie recommendations, as well as to optimize the quality of services, such as streaming speed, playback quality, subtitles, or closed captioning. Of course, Netflix subscribers can contribute active feedback to the company, such as movie reviews or feedback on the accuracy of a translation, but the true value of Netflix's user data is in the quiet, zero-effort observation that allows the company to optimize experiences with no friction or disruption to regular user behavior. In fact, the company even hosted several competitions to invent better algorithms for user ratings, with a winning prize of $1M USD.
Within very saturated marketplaces, data is also becoming a key differentiator for some companies. For example, when Google first started, its value was almost entirely centered around the quality of its Pagerank algorithm, or its "software". But Google did not rest on the laurels of having good software, and prioritized data-driven insights as the future of the company. Consider Google Waze, the world's largest community-based traffic and navigation app. Google Waze relies heavily on both active consumer input and passive location-based data, combined with a sophisticated routing algorithm. The routing algorithm alone would not be enough to differentiate Waze from the other navigation systems of the world. Consumers are demanding more accurate maps and real-time traffic information, which could not happen without the use of data.
The future of software
There is another element in the rising importance of data: not only is the sheer amount of consumer data growing, but software is simultaneously becoming much easier to build. Developers can leverage new software programming tools, open source, and internet-based services to build more complex software in less time. As a result, the underlying intrinsic value of software companies is diminishing.
Netflix and Google are still disruptive companies, but no longer primarily because of their software -- it's their ability to use the data their customers produce to extend their engagement with customers. Their actual software is increasingly being commoditized; recommendation engines and navigation software both exist in open source and are no longer trade secrets.
Tomorrow's applications will consume multiple sources of data to create a fine-grained context; they will leverage calendar data, location data, historic clickstream data, social contacts, information from wearables, and much more. All that rich data will be used as the input for predictive analytics and personalization services. Eventually, data-driven experiences will be the norm.
And this basic idea doesn't even begin to cover the advances in machine learning, artificial intelligence, deep learning and beyond -- collectively called "machine intelligence". Looking forward even more, computers will learn to do things themselves from data rather than being programmed by hand. They can learn faster themselves than we'd be able to program them. In a world where software builds itself, computers will only be limited by the data they can or cannot access, not by their algorithms. In such a future, is the value in the software or in the data?
As value shifts from software to the ability to leverage data, companies will have to rethink their businesses, just as Netflix and Google did. In the next decade, data-driven, personalized experiences will continue to accelerate, and development efforts will shift towards using contextual data collected through passive user behaviors.
Companies of the future have a lot on their plates. More than ever, they'll need to adapt to all types and formats of data (closed, open, structured and unstructured); leverage that data to make their product or service better for users; navigate the gray area around privacy concerns; and even reconsider the value of their intellectual property derived from software. They'll have to do all this while providing more contextualized, personalized, and automated experiences. "Data-driven" will spell a win-win situation for both users and businesses alike.
Society is undergoing tremendous change right now -- those of us who enjoy services like Uber and Kickstarter are experiencing it firsthand. The sharing and collaboration practices of the internet are extending to transportation (Uber), hotels (Airbnb), financing (Kickstarter, LendingClub), music services (Spotify) and even software development (Linux, Drupal). While the consumer "sharing economy" gives us a taste of what it's like to live in a world where we own less, perhaps there is an equally powerful message for the business community. Using collaboration, companies are dramatically reducing the production cost of their goods or services.
Welcome to the zero-marginal-cost economy, a way of doing business where ownership of a core process is surrendered to community collaboration. In economic terms, the cost of a product or a "good" can be divided into two parts. The first part is a "setup cost", which is the cost of assembling the team and tools needed to make the first unit. The second part is called the "marginal cost", or the cost of producing a single, additional unit.
For decades, competitive markets have focused on driving productivity up and marginal costs down, enabling businesses to reduce the price of their goods and services to compete against each other and win customers. A good example of this approach is Toyota, which completely reinvented how cars were made through lean manufacturing, changing the entire automotive industry. Japanese cars were produced much more quickly than their American counterparts, created via traditional assembly lines in Detroit, ultimately driving down the final cost for consumers and shrinking margins for companies like Ford. Software development methodologies like the lean startup methodology and Kanban are modeled after the Toyota production line and have made software development more efficient.
Today, the focus is changing. Within service industries like hospitality and transportation, new entrants are succeeding not by optimizing production, but by eliminating production cost altogether. Consider Uber versus traditional taxi companies. For a traditional taxi company to add another taxi to its fleet, a car and license need to be acquired at significant cost. Instead of shouldering that setup cost, Uber can add another taxi to its inventory at almost no cost by enabling people to share their existing cars, all coordinated via the internet. Airbnb does the same for renting properties vs. acquiring more physical space. The fact that both these companies have near zero-marginal-cost production is threatening longstanding business and regulatory models alike.
In the software industry, the low marginal cost of producing Open Source Software threatens to our equivalent of longstanding business models: proprietary software companies. Free Open Source Software essentially can undermine the way proprietary software companies make money -- by selling software licenses. By sharing the cost to develop software, organizations can increase their productivity, accelerate innovation and bring down their setup costs.
The open source ideology extends even further beyond software. Last month, Elon Musk open sourced the patents for Tesla. His main reason? Pushing the automotive industry to create more electric cars. If Elon Musk is an indicator for industries across the board, it's further proof that capitalism is starting to become more collaborative rather than centered around individual ownership.
Great businesses can be built by adding value on top of a low-marginal-cost community that is owned by many. For example, my company, Acquia, creates value on top of the open-source Drupal software by providing support and software-as-a-service tools. Similarly, Uber adds value by providing consumer-friendly, on-demand services beyond just increasing the supply of available cars on the road. In both cases, the companies' products grow stronger as their communities grow, even as the acceleration of those same communities brings down marginal costs. The power of the community vastly improves previously inefficient base process (such as waterfall software development or taxi regulations) and creates a forcing function for business to generate profit based on products and services that appeal directly to users.
Within the next decade, businesses will need to become much more open and collaborative to survive in an increasingly zero-marginal-cost economy. Those who develop proprietary software are finding it harder and harder to sustain "business as usual". The sharing economy and collaborative development will further streamline capitalism, and organizations that figure out how to master this dynamic will succeed. A community model can work in any number of industries -- we just have to challenge ourselves to as entrepreneurs to discover how.
(I originally wrote this blog post as a guest article for The Next Web. I'm cross-posting it to my blog.)
A few days ago, I sat down with Quentin Hardy of The New York Times to talk Open Source. We spoke mostly about the Drupal ecosystem and how Acquia makes money. As someone who spent almost his entire career in Open Source, I'm a firm believer in the fact that you can build a high-growth, high-margin business and help the community flourish. It's not an either-or proposition, and Acquia and Drupal are proof of that.
Rather than an utopian alternate reality as Quentin outlines, I believe Open Source is both a better way to build software, and a good foundation for an ecosystem of for-profit companies. Open Source software itself is very successful, and is capable of running some of the most complex enterprise systems. But failure to commercialize Open Source doesn't necessarily make it bad.
I mentioned to Quentin that I thought Open Source was Darwinian; a proprietary software company can't afford to experiment with creating 10 different implementations of an online photo album, only to pick the best one. In Open Source we can, and do. We often have competing implementations and eventually the best implementation(s) will win. One could say that Open Source is a more "wasteful" way of software development. In a pure capitalist read of On the Origin of Species, there is only one winner, but business and Darwin's theory itself is far more complex. Beyond "only the strongest survive", Darwin tells a story of interconnectedness, or the way an ecosystem can dictate how an entire species chooses to adapt.
While it's true that the Open Source "business model" has produced few large businesses (Red Hat being one notable example), we're also evolving the different Open Source business models. In the case of Acquia, we're selling a number of "as-a-service" products for Drupal, which is vastly different than just selling support like the first generation of Open Source companies did.
As a private company, Acquia doesn't disclose financial information, but I can say that we've been very busy operating a high-growth business. Acquia is North America's fastest growing private company on the Deloitte Fast 500 list. Our Q1 2014 bookings increased 55 percent year-over-year, and the majority of that is recurring subscription revenue. We've experienced 21 consecutive quarters of revenue growth, with no signs of slowing down. Acquia's business model has been both disruptive and transformative in our industry. Other Open Source companies like Hortonworks, Cloudera and MongoDB seem to be building thriving businesses too.
Society is undergoing tremendous change right now -- the sharing and collaboration practices of the internet are extending to transportation (Uber), hotels (Airbnb), financing (Kickstarter, LendingClub) and music services (Spotify). The rise of the collaborative economy, of which the Open Source community is a part of, should be a powerful message for the business community. It is the established, proprietary vendors whose business models are at risk, and not the other way around.
Hundreds of other companies, including several venture backed startups, have been born out of the Drupal community. Like Acquia, they have grown their businesses while supporting the ecosystem from which they came. That is more than a feel-good story, it's just good business.
If Steve Jobs was adopted by a Belgian family rather than an American family, it's extremely possible he may have ended up working in a bank instead of co-founding Apple. Why? Because starting a company and growing it is hard no matter where you are, but the difficulty is magnified in Europe, where people are divided by geography, regulation, language and cultural prejudice.
While entrepreneurship and startups have spread tremendously in Europe, a lot of aspiring young entrepreneurs leave Europe for the United States. Very little will stop a true entrepreneur from trying to reach his or her goals, including uprooting their entire life and moving it across the ocean to optimize their chances of success. From my interactions with them, the United States' gravitational pull is only getting stronger.
So, what can Europe do about it? Here are my three recommendations.
Focus on creating large companies
Europe produces plenty of small businesses: restaurants, small technology firms, clothing stores, hair salons, and so on. What it doesn't produce enough of are innovative companies that grow quickly and end up big. It's a problem.
Look at the 500 largest companies in the world (Fortune Global 500). According to Bruegel, a European think tank devoted to international economics, Europe created three new, large companies between 1975 and today. The U.S. created 26.
That number is even more incredible when you take into account the fact that Europe has about twice the population of the U.S. The reality is if Europe were to be competitive, it has to produce 25 times more large companies than it does today.
Access to capital continues to be a challenge in Europe. Getting seed capital (1M EUR or less) has become easier, but raising significant money (25M EUR and more) to turn your company in a global business continues to be difficult. Large companies also provide an important 'exit strategy' for startups. Without a vibrant exit market, it's harder to attract both entrepreneurs and investors.
Large companies also play an important role in creating successful innovation centers. They are catalysts for creating angel investors, for providing distribution, and serve as a breeding ground for talent and practiced management.
If you look at Silicon Valley, Hewlett Packard, among others, served that purpose in the early days, and more recently, a number of successful entrepreneurs have emerged from Google.
I recommend that European government stimulus focuses on companies that could become titans, not on small companies that won't move the needle. Too often, there are investments made in companies that have limited or no growth potential.
Level the playing field
Anyone who has built a global organization likely understands that European work regulations can shackle the growth of startups. Taxes are high, it's hard to acquire a European company, severance packages can be outrageous and it's extremely difficult to fire someone.
It only gets worse when you attempt to operate in multiple European countries, as anyone with the ambition to build a large company has to. Each country is different enough that it requires setting up a local legal entity, and having local accountants and local attorneys. Setting up and running these legal entities costs valuable time and money, a huge distraction that gets in the way of actually running and growing your business.
Europe needs to roll out unified labor laws that are competitive globally and unified across Europe. My biggest worry is the branches of government that try to promote entrepreneurship are not powerful enough to address Europe's labour rules.
Change our culture
A small business can be started anywhere in the world, but it takes a different level of ambition to aspire to become the next Apple. The biggest thing entrepreneurs need is the belief that it can be done, that it's worth taking the risk and putting in the hard work. Having the right culture unlocks the passion and dedication necessary to succeed.
Silicon Valley is a state of mind. To recreate Silicon Valley in Europe, Europe must first adopt Silicon Valley's culture. I believe Europe's culture would benefit from adopting part of the American Dream: the egalitarian belief that everyone is able to succeed through hard work, and that it is acceptable and encouraged to better oneself economically through hard work.
It doesn't mean Europe needs to give up its strong communal beliefs and its desire to look out for the greater good. I'm a firm believer that many modern businesses can "do well and do good". Businesses that generate value for their shareholders and that also have a positive impact on the world go beyond generating profits.
Our world does not lack business opportunities; there are plenty of people with needs that aren't met. Enabling entrepreneurship enables innovation, and innovation helps change the world. The entrepreneurs that succeed in building large businesses, especially those that are aligned with fixing the world's problems, will transform the lives of others for the better and introduce more opportunity on a global level.
Entrepreneurs, not the government, will change the world. It's time for Europe to help their companies grow.
(I originally wrote this blog post as a guest article for Forbes. I'm cross-posting it to my blog.)
To "assemble" means to build. Assembling also means that we come together. Sometimes, both aspects are true. When that happens and we work together to build, we are better off for it.
The open source community is a perfect example of this. When Linux creator Linus Torvalds spoke about how it felt to get contributions from a worldwide network of people, he remarked "I had hoisted myself up on the shoulders of giants". I'm lucky enough to feel the same way.
The Internet has created a culture of sharing, letting people connect and collaborate on areas of common interest. When I started developing Drupal in 2000 from my university dormitory in Antwerp, I never imagined I'd build a network of people who were interested in building a content management system with me. Yet word of my project spread, and before I knew it, I was getting contributions to my project from around the world. Soon I also was standing on the shoulders of giants.
We didn't know it at the time, but this founding group of Drupalists was creating the basis for the assembled web. The assembled web is the next stage in the evolution of the web. While the coded web will always continue to exist, it will be a minority.
Think of the assembled web almost as an app store model for creating a digital experience. For example, if you want your website to allow social comments to flow in from Facebook or Twitter, you can simply add a module that someone has already coded. If you want to add analytics, maps, or almost anything you can imagine — there's probably a module for that.
While the modules are built on a foundation of code, they require no coding to install and build with ... to assemble. Instead, the vision of a great digital experience can be accomplished by someone with no coding experience, who can now simply "snap" the pieces of a new web experience together.
So, why is the assembled web rising to prominence so quickly, and what does that mean for developers?
- First, there are more websites now than ever before, and there's no sign of that growth slowing down. Ten years ago, a company had one website. Now, that same company might manage dozens or even hundreds of sites.
- Second, the complexity of websites has skyrocketed. Applications, integrations with third-party systems, social media integration, and the mobile web have all driven this complexity. New technologies emerge and replace the old. For example, Flash has almost been driven to extinction, replaced by HTML5, CSS3 and other more modern standards.
These two trends, set against the way many sites are built today, make it difficult to keep up with the changing standards, much less innovate and move the digital experience forward.
There is only one way to keep up: do more with less. I first imagined the assembled web in 2005, when the widespread use of content management systems began to replace the webmaster role as we knew it. Webmasters were no longer hired to write HTML by hand, or upload code to an FTP. In a way, the CMS eliminated the middleman.
Beyond our own evolution as developers, outside forces have also fundamentally altered the web. Ten years ago, the global phenomenon of Facebook didn't exist. Twitter didn't exist. The iPhone had yet to be released and create the mobile ecosystem that we know today. Think about the amount of change that's happened in such a short period. Now what will the world, and the web, look like another 10 years from today? No one knows.
The best thing to do is to adopt a platform that can change at the pace of the web. Developers will be tasked with building new functionality, and expanding the world of possibilities that modules can deliver. The innovation that developers will bring is crucial, and will power the assembled web by lowering barriers and democratizing the experience of site building.
The assembled web doesn't just have implications for the way developers create websites. It will have a widespread impact on any person or organization that needs to keep up with rapidly changing external forces. That's pretty much everyone. Think about how the assembly line changed manufacturing the first time. And how 3D printing is changing it again now. We can build faster and smarter than ever before. Similarly, the assembled web gives more people the tools to build the web as we know it.
Anyone without coding experience will be able to use an open source CMS to assemble a site by simply snapping modules together. A marketer could build a site for a new product launch without relying on the engineering team. An entrepreneur could launch a company site without hiring a webmaster. This phenomenon frees up time for developers to create new ways to connect citizens to their governments, nonprofits to donors, businesses to customers, friends and family to each other. Launching a disruptive business idea or reacting to today's rapid market changes could be accomplished without technical assistance. Going from vision to realization, for the first time, would be a single step. This advantage would finally bring the speed of digital site building in line with the speed of the web.
This evolution isn't a scary thing for developers; it's an opportunity. The web has forced a constant reinvention of everything. Careers. The way we compete for business. Being more efficient in the way we assemble a website will allow us to focus on the things that matter more, like innovation and creativity. By standing on the shoulders of giants, we can make things look and operate more beautifully than we'd ever have expected.
Over the past twelve months, I’ve become a bit of an obsessive follower of Bitcoin. It started after I read Satoshi Nakamoto’s original Bitcoin paper. It was a fascinating read and my first introduction to crypto-currencies. I even had a couple of lunches in Boston with Gavin Andresen, Bitcoin’s current project lead.
I was close to buying some Bitcoin when I first got interested, but backed off. It was too bad because Bitcoin's value increased from $13 a year ago to around $1,000 at the time wrote this: a 4,000% increase in 12 months. I didn't buy my first Bitcoins until a month ago. I bought them with some reluctance but I figured that people felt a certain reluctance when paper money first came along. But I bought them because to me it seemed like Bitcoin could work and also because I wanted to have a better understanding of what it was all about.
Bitcoin is a purely digital currency. There are no records of Satoshi's identity so no one knows who invented it, no one controls it and it is not backed by gold. It is something akin to a digital version of gold. It's fascinating. At the core of the Bitcoin system is a global, public log, called the "blockchain", that records all transactions between Bitcoin clients. A user can send Bitcoins to another user by forming a transaction and committing it to the blockchain. The blockchain is maintained not by a central body, like a central bank, but by a distributed network of computers, called "miners". Everyone can be a miner, and the miners collectively record and verify all transactions.
Compared to traditional banks, the advantages of Bitcoin are significant. Bitcoin payments can be made at any day of the week, any time of day to anywhere in the world. The fees and delays involved are small compared to those imposed by banks; pennies compared to dollars and minutes compared to days. And unlike paper money, it is unforgeable. Unlike gold, its supply is perfectly verifiable. It is also immune to inflation: governments can't print more Bitcoins to pay off their debts.
The design and architecture of Bitcoin is both a curse and a blessing. The lack of central authority governing Bitcoin raises questions. Governments tend to enjoy power of observation; it makes it easier to fight money laundering, tax evasion and other crimes. As Bitcoin continues to gain popularity, governments may grow increasingly resistant and attempt to shut down Bitcoin. And banks don't like Bitcoin either. Money transfer is an important part of their business; it has almost zero risk, almost zero cost, yet provides them billions of dollars in revenue. In a world where Bitcoin is universally accepted, banks may have a diminished role.
The jury is out on whether Bitcoin is a fantasy destined for failure, or whether Bitcoin will underpin the future of finance. Some predict the value of one Bitcoin could climb to hundreds of thousands of dollars if it becomes universally accepted. While I risk losing some money, it could also turn out to be a massive investment home-run. I felt that the risk/reward decision made it a bet worth taking.
I certainly don't advise you to buy Bitcoin as I'm skeptical that Bitcoin will succeed. I predict Bitcoin to have an extremely bumpy ride, and at best, to follow Gartner's hype cycle. If Bitcoin ends up collapsing, I will be disappointed but I won't feel stupid. I already sold some Bitcoin and recouped my original investment; I'm long with my remaining Bitcoin.
So is Bitcoin a case of speculative greed, or a utopian cyber-libertarian ideology? In a world where everything is going digital, why not currencies? Bitcoin makes it faster, cheaper and easier to store and transport value. It was designed to overcome problems faced with traditional currencies and banks. At a minimum, Bitcoin has created a lot of debate throughout the world, and has shaken a stagnant banking market. Longer term, the concept of a crypto-currency makes a lot of sense to me. It is massively beneficial for the world that we can transfer money easier, faster and cheaper. I find it hard to believe that a hundred years from now, we'd still be digging up gold, and that we wouldn't have a global, digital currency to replace it.
If you believe a digital currency is the future of money, I'll leave you with one question: how would one launch a world-wide crypto-currency like Bitcoin? It can't be owned by a commercial organization, and I simply can't imagine all the world's governments work together to build and launch something like this. Creative disruption often comes from the outside, and not from the inside. It pretty much has to happen in a grassroots way, not unlike the way the Internet was created. Even today after 30 years, the Internet operates without a central governing body and is comprised of independent, voluntarily networks. It works well and changed the world.
There has been a lot of chatter about Drupal 8. Will Drupal 8 be performant? Will Drupal 8 be easy to develop modules for? Will I have to learn Symfony? I want to address these concerns and explain why Drupal 8 introduces such big changes.
Lessons from the past: the pain before the gain
The reason Drupal has been successful is because we always made big, forward-looking changes. It’s a cliché, but change has always been the only constant in Drupal. The result is that Drupal has stayed relevant, unlike nearly every other Open Source CMS over the years. The biggest risk for our project is that we don't embrace change.
The downside is that with every major release of Drupal, we've gone through a lot of pain adjusting to this change. I first wrote about it in 2006 when trying to get Drupal 4.7 released:
"So let's capture that thought for future reference. Sweeping changes are required to make major advances in technology, and often times there is a lot of pain before the pay-off."
We decided that big changes were required
Drupal 7 is a fantastic CMS, but at the same time there are some fairly big limitations, including an incomplete Entity API, a lack of separation between content and configuration, leading to deployment challenges, a lack of separation between logic and presentation in the theme layer, and more. We created solutions for those challenges using contributed modules, but those solutions were in many cases incomplete. In Drupal 8, we decided to tackle a lot of these problems head-on, through the Configuration Management Initiative, the Twig templating layer, and a complete Entity API.
The web landscape has also dramatically changed around Drupal since January 2011, when Drupal 7 was released. Mobile browsing is ubiquitous, and so are third-party services that people may want to integrate their Drupal sites with. Web site users expect a much higher bar when it comes to ease of use. We anticipated these trends and as a result, we spent the past 2.5 years working on Drupal 8's mobile features and user experience improvements.
But are all these great improvements enough?
We need to modernize Drupal 8
One of our biggest challenges with Drupal, is that it is hard for organizations of all sizes to find Drupal talent (developers, themers, site builders, etc). Drupal 7 didn't address this problem (e.g. we held on to procedural programming instead of object-oriented programming), and in fact made it a bit worse with the introduction of even more "Drupalisms" (e.g. excessive use of structured arrays). For most people new to Drupal, Drupal 7 is really complex.
The most effective way to address the Drupal talent issue, as well as the complexity issue, is to bring Drupal in line with modern frameworks and platforms, so there is less Drupal-specific knowledge to learn in order to become proficient. We decided to adopt modern PHP concepts and standards, object-oriented programming, and the Symfony framework. While a lot of the Drupal concepts (Fields, Views, Entities, Nodes) continue to exist in Drupal 8, they are now implemented using object-oriented programming design patterns.
The advantages and disadvantages of object-oriented programming are well-understood. The disadvantages are size, verbosity, the amount of work it takes to write (including the design planning that goes into it) and slower performance. For people new to object-oriented programming there may be a steep learning curve; some of the key programming techniques, such as inheritance and polymorphism, can be challenging initially. The advantages are encapsulation (both to hide implementation details and to avoid tampering with internal values), faster development thanks to re-use, extensibility, and better maintainability. Compared to procedural programs, object-oriented programs are easier to maintain, extend and refactor. So although a lot of work is spent to write the program, less work is needed to maintain it over time.
For Drupal 8 this means that the code will be more abstract, more verbose, and slower, yet also be more maintainable, more modular, and more accessible to non-Drupal developers. The end result is that Drupal 8 should help us attract new people to Drupal in a way Drupal 7 didn't.
This is exactly what happened with other projects like Symfony; Symfony 2 was a complete rearchitecture of Symfony 1. A lot of people were alienated by that, yet at the same time Symfony 2 took off like a rocketship. The same thing has happened with the major releases of Drupal as well, despite how much change each one brings.
Change is scary for the existing Drupal developers
However, as we get closer to the release of Drupal 8, existing Drupal developers have become increasingly aware of the massive changes that Drupal 8 will bring. This has resulted in some fear; some people feel like they have to re-learn everything they know, and that developing for Drupal 8 has changed to the point where it's no longer fun. This fear is completely understandable. Change is hard, it can be scary, and often takes a long time to be absorbed.
But even if we completely streamlined the Drupal 8 developer experience, Drupal 8 will still look and work radically different under the hood. As mentioned, there are advantages and disadvantages to object-oriented programming and modern design patterns. But if we care about the long-term success of Drupal, we can't preserve the past. The risk of sticking with the old Drupal 7 architecture is that we won't be able to attract many more Drupal developers, and that over time, Drupal will become the odd one out.
There is a lot of work left to be done
Part of the fear out there is well-founded because in the current state of development, Drupal 8 isn't good enough. While there are many things to like about Drupal 8, I'm also the first to admit that we have work to do on the Drupal 8 developer experience (as well as performance) before Drupal 8 can ship. Creating a well-designed object-oriented application takes more time and design work than creating a procedural one. Some major improvements have already landed, but we're still working hard on improving the developer experience. We need more help, especially from Drupal 7 developers, on how we can make Drupal 8 more approachable for them. I'm not afraid to make major API changes if the developer experience improvement is suitably large. So if you have concerns about Drupal 8, now is the time to step up and help. In return, I promise we'll work on Drupal 8 until it is ready. Thank you!