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Maybe the most counter-intuitive thing I’ve learnt about product in the past two years is that it isn’t shipping cadence that matters, it’s shipping cadence *and* learning cadence. The two loops need to line up. (I’m probably butchering a

@johncutlefish

quote here).

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We kind of subconsciously adopted something like that. Build for a few weeks, ship, reflect. twitter.com/alfred_lua/sta We also review on a higher level weekly & monthly. Probably easier since it's just the two of us. We are always talking. Got to be mindful of this as we grow.

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Alfred Lua

@alfred_lua

Jul 18

I have been working on Dashibase full-time for only about 2 months. We work hard and push each other a lot. But at the same time, we recognize it's important to regularly step back and reflect. This is also how we gave up on previous ideas and landed on Dashibase after 4 ideas. twitter.com/dashibase/stat…

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I wish I’d learnt this earlier. I had this really silly notion that any amount of ‘downtime’ was bad, due to a misreading of High Output Management. Which I generally recommend, don’t get me wrong, it’s just that the ‘principles of production’ don’t apply universally to product.

10:07 AM · Aug 27, 2022Tweetbot for iΟS

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Yeah. Oh, the book Goal also taught me a lot about slack.

@swyx

has a long thread about slack, I believe.

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Hmm, actually I think I’m wrong re: HOM; Grove says that the job of the manager is to ‘increase the output of the team’; it just so happens that aligning learning and shipping is how you increase output under uncertainty. So it’s my bad re: application, not a misreading.