Sublime

Great leaders (like Jeff Bezos) develop a strong, clear framework; then they constantly apply that framework and articulate it accurately to their team. Get this right from the outset, and you’ve got an excellent mechanism for scaling good decision making from top to bottom.

Great product leaders spend the majority of their time focusing on this discovery process.

As you scale, you realize, “Huh, I really need more of these.” And the danger is getting too process-y instead of outlining the objectives so people understand, “Okay, we’re doing this for this reason.” It’s almost like you want to provide more context versus trying to exert more control. Because maybe in a very autocratic, hierarchical, bureaucrat

By dedicating people and teams to such tasks as the build environment, the test environment, and operations, you will create some complexity—handoffs across groups, potentially conflicting agendas, and specialized rather than common knowledge. In order to mitigate these issues, you will need to consider other scale techniques like organizational de