In our company we tend to swing between "big important projects" and "tiny wins" quite a lot. The big important projects are the ones that unblock sales and tha

In our company we tend to swing between "big important projects" and "tiny wins" quite a lot. The big important projects are the ones that unblock sales and that move the product forward a lot. The tiny wins are small things we can quickly fix, which came up from a concrete customer and would make their lives better immediately. I have tried for years to find a rule to balance these types of projects. But in the end, I have just come to believe that both are essential, and that alternating between high-level and low-level somewhat randomly is the only solution.