Or to put it another way that will strike accord with a different audience. At what point do I stop refactoring my code and say, "This is good enough"? When d

Or to put it another way that will strike accord with a different audience. At what point do I stop refactoring my code and say, "This is good enough"? When do I say, "I've achieved my goal and as imperfect as this is, I'm going to start concentrating on new things". Optimising revenue is not desirable. Making enough revenue to achieve your goal is what is desirable. Once you've done that, you should concentrate on new goals. However, just like refactoring code, you may find that you need to go back and revisit something in the future. "Not now" does not necessarily mean "Not ever". It just means that I'm putting this aside until it makes business sense to do it. To complicate things, though, just like programmers have to be the ones calling the shots about whether or not something needs to be refactored (they are the ones who have the required vision and experience to know), marketing people need to be the ones calling the shots about these kinds of things. If you don't trust your programmers to make appropriate decisions, then you have a huge problem. The same is true of marketing people. Fixing that trust issue (either by placing your trust in the people, or replacing people who are not worthy of trust) is hyper difficult, though. It's one of the reasons organisations run around doing ineffective things instead of fixing this kind of root problem.