What I’m Reading

[발췌독] A bias to action – Henry Ward – Medium

원문: A bias to action – Henry Ward – Medium

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.

#execution #speed #action 


•  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.

MVP first

•  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. 

No bureaucracy

•  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.