신생(?) 유니콘 기업 Carta의 CEO인 Henry Ward가 ‘요즘 우리 팀 너무 느려졌어요’ 하며 작성한 내부 문건을 미디엄에도 발행했네요. 요즘 저희 팀도 ‘속도’가 관건이라 열심히 읽었습니다.
• The way to speed up is to ship value faster.
• Velocity does not equal haste.
• It is possible to deliver high quality work at high velocity.
• The way to do that is to have a maniacal focus on the fastest path to value.
• Most delays in projects are not because the person was trying to avoid low quality work.
• Most delays are because the team wanted to do too much and spent weeks working and planning, and ended up not doing anything at all.
• If we narrow our focus to the increments of value we are delivering, we can ship quality with velocity.
• one should ship product as soon as you can learn something useful from doing so.
• That is the definition of a minimum viable product.
• Reed Hoffman famously says that if you aren’t embarrassed to ship something, you have waited too long.
• We should be more embarrassed more often.
• To get there faster you simply accelerate the feedback loop of shipping → learning → shipping → learning.
• Each step of the loop gives more visibility into the destination
• and more optionality for what the destination could be.
• Being high-velocity means faster and better frameworks for decision making.
• When engineers need access, employees need tools, managers need decisions, or executives need data, we need a culture and system that gets them what they need.
• Signs of bureaucracy include things like “gatekeepers”, decisions without explanations, and denying requests without providing better alternatives.
• Bureaucracy guards information because information is power. At Carta, that is exactly why we share it.
• Another way of thinking about bureaucracy is that bureaucracy solves for the institution. We should be solving for teams.
Unafraid to try new things
• We approach change with skepticism and caution.
• We hesitate to try something new because of what could go wrong.
• We procrastinate launching a new idea because the unknown is uncertain.
• We spend too much time thinking what might happen rather than just seeing what does happen.
• In our business, the risk of not trying a good idea is far more damaging than the risk of trying something that doesn’t work.
• But most people are criticized for what they do rather than what they don’t.
• And so we have a bias to inaction, to not change things.
• There is no risk in the status quo. There is only risk in changing it.