As you would expect, each time the team released new product features, customers responded with feedback. And not all of it was positive. It would have been easy for managers to be discouraged by negative feedback, or to write it off because it contradicted their worldview. Instead, they embraced the feedback as an opportunity to learn. They thought, “If each time we roll out new software, we learn where we were right and where we wrong, then the more frequently we ship new ideas, the faster we’ll be able to learn and adjust.” They started asking themselves, “Why do we learn only four times a
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