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Mark Stone's avatar

In this context, I have been thinking a lot lately about the difference between organizations based on sales led growth versus product led growth. Product led growth is extraordinarily difficult to achieve; it can seem like "lightning in a bottle". But it also lends itself readily to the kind of iterative risk-taking you describe here. Sales led growth struggles because sales organizations tend to believe that they need a "big bang" new feature to attract new customers or renew meaningful conversations with existing customers. This can cause product development in such organizations to over-index on finding the next big feature a priori. So I love the insight that quantity facilitates experimentation and, paradoxically to some, leads to better quality. I'm just not sure how to bring the horse of a sales-driven organization to drink at that particular waterhole.

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Mike Kilbane's avatar

Great thoughts, Fish! The thought occurred to me that rather than thinking of Quantity Vs. Quality, we should reframe it as Quantity drives Quality. It made me reflect on Malcolm Gladwell's "Outliers" and the power of 10,000 hours of intensive practice to achieve mastery of a topic.

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