> This was the turning point for the company. Gebbia shared that the team initially believed that everything they did had to be ‘scalable.’ It was only when the

> This was the turning point for the company. Gebbia shared that the team initially believed that everything they did had to be ‘scalable.’ It was only when they gave themselves permission to experiment with non-scalable changes to the business that they climbed out of what they called the ‘trough of sorrow.’ The place where everything changed is where the company literally started disregarding the concept of design (not saying it's a bad strategy, but afaict the entire point of design is to be forward thinking before you actually do something). It seems, if anything, becoming less designed saved them.