Re dogfooding. I worked at Oracle back in the 90s, first in the team building the company's HR systems (specifically their payroll product), and then in the tea

Re dogfooding. I worked at Oracle back in the 90s, first in the team building the company's HR systems (specifically their payroll product), and then in the team building the company's CASE (computer-aided software engineering) products. The CASE products were intended to automate away coding, and Oracle's HR products, with their gazillions of lines of code, and with the developers located in the same building and with a common senior management team, were the best possible opportunity for dogfooding. However while I was in the HR product team we never tried in earnest to use CASE (except for the ER modelling tools). There was no real enthusiasm from the CASE team to support us and the tools as they were then fell far short of what was required. Later, when I joined the CASE team, I learned that their narrative was that the company's ERP products (like HR) were so complex that they were not realistic targets for CASE (* cough cough bullshit * - and perhaps the sort of attitude that doomed the CASE products in the long term). My learning was that dogfooding is an awesome strategy, but sometimes much harder to embed in a development team than one might think.