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The fundamental mistake companies that talk about innovation make is keeping barriers to entry high. They make it hard to even try out ideas, blind to how much experimentation you need to sort the good ideas from the bad.
More than anything else, I recognized that the big cultural bet wasn't on process but on people. Instead of betting on the enforcement of an elaborate fifty-step process or the magical talents of management, Automattic put the onus on individuals.
The bottleneck is never code or creativity; it's lack of clarity.
we'd reevaluate the plan after the first two-week cycle, I had little to lose. I was comfortable flipping the switch on a possible runaway train if I knew I had another switch a mile up the track to shut things down.
