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The drive to move quickly with software wasn't to keep up with ever changing hardware, it was to respond quickly to the market. Treat every release like an exp

The drive to move quickly with software wasn't to keep up with ever changing hardware, it was to respond quickly to the market. Treat every release like an experiment. The more experiments you can run the more likely you are to understand and solve the needs of your users. Why would someone pick software that get feature releases and bug fixes on a yearly cycle when similar software is available that has weekly or daily releases.

Barrin92 8y ago
>The more experiments you can run the more likely you are to understand and solve the needs of your users. There is an interesting chapter for this in Donella Meadows thinking in Systems Oscillations! A single step up in sales causes inventory to drop. The car dealer watches long enough to be sure the higher sales rate is going to last. Then she begins to order more cars to both cover the new rate of sales and bring the inventory up. But it takes time for the orders to come in. During that time inventory drops further, so orders have to go up a little more, to bring inventory back up to ten days’ coverage. Eventually, the larger volume of orders starts arriving, and inventory recovers—and more than recovers, because during the time of uncertainty about the actual trend, the owner has ordered too much. She now sees her mistake, and cuts back, but there are still high past orders coming in, so she orders even less. In fact, almost inevitably, since she still can’t be sure of what is going to happen next, she orders too little. Inventory gets too low again. And so forth, through a series of oscillations around the new desired inventory level. As Figure 33 illustrates, what a difference a few delays make! Faster is not always better, especially in systems with delays. By reacting to initial cues prematurely you can easily end up in permanent disarray that simply turns into a chaotic feedback loop. It is often worthwile to upgrade patiently, so one can actually gauge long-term effects instead of reacting to noise. Changing the consumer experience is a conversation.
- bognition 8y ago
  We're talking about two completely different things here. I'm talking about responding to direct customer requests differently which strikes me (potentially naively) as a different thing than managing a supply chain.

Barrin92 8y ago

>The more experiments you can run the more likely you are to understand and solve the needs of your users. There is an interesting chapter for this in Donella Meadows thinking in Systems Oscillations! A single step up in sales causes inventory to drop. The car dealer watches long enough to be sure the higher sales rate is going to last. Then she begins to order more cars to both cover the new rate of sales and bring the inventory up. But it takes time for the orders to come in. During that time inventory drops further, so orders have to go up a little more, to bring inventory back up to ten days’ coverage. Eventually, the larger volume of orders starts arriving, and inventory recovers—and more than recovers, because during the time of uncertainty about the actual trend, the owner has ordered too much. She now sees her mistake, and cuts back, but there are still high past orders coming in, so she orders even less. In fact, almost inevitably, since she still can’t be sure of what is going to happen next, she orders too little. Inventory gets too low again. And so forth, through a series of oscillations around the new desired inventory level. As Figure 33 illustrates, what a difference a few delays make! Faster is not always better, especially in systems with delays. By reacting to initial cues prematurely you can easily end up in permanent disarray that simply turns into a chaotic feedback loop. It is often worthwile to upgrade patiently, so one can actually gauge long-term effects instead of reacting to noise. Changing the consumer experience is a conversation.

bognition 8y ago
We're talking about two completely different things here. I'm talking about responding to direct customer requests differently which strikes me (potentially naively) as a different thing than managing a supply chain.