many companies follow such a rigid development process and cadence that there is no opportunity to experiment. Whenever I start a new training or workshop, I say to product managers, “Raise your hand if you went back and iterated on the last thing you shipped.” Normally, 15–20% of the people raise their hands. My next question is, “How do you know that what you shipped was successful?” The answers here usually revolve around meeting a deadline and finishing with bug-free code. This is a prime example of a company that is optimized for outputs, instead of outcomes.
