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We tried that, but we've gone down the "agile" rabbithole pretty far -- we use tracker and adjust our near-term plans almost every day. And by we, I mostly mea

We tried that, but we've gone down the "agile" rabbithole pretty far -- we use tracker and adjust our near-term plans almost every day. And by we, I mostly mean he. In fact, a big issue is that features keep getting broken into parts and then only the first 70% of the work is done before he decides something else is The Most Important Thing. I've been tolerant of this, because I'm fairly pragmatic about the realities of early-stage startups, but it's gotten us to a point where we've developed several full startups worth of partial features. In theory, if we ever return to all of them, it'll be valuable, but I've started worrying that this is a strategic issue not an artifact of capacity constraint. I'm hoping I'll find someone who's been in this situation before who can advise.

pbhjpbhj 16y ago
>it's gotten us to a point where we've developed several full startups worth of partial features This is a negative character trait, IMO, one I share. I find it very difficult to finish things, I have enthusiasm to start and ideas a plenty but once the idea is fleshed out and the result can be seen I find I have no motivation to physically complete. Recognising this I know I need to work in a team with people who are good finishers to counter this negative aspect of how I work. Perhaps, your co-founder is like me, perhaps they haven't realised or don't think it matters or are simply hoping someone else will finish everything off for him.