Yet, I can think of situations where this is counterproductive. Take sales. Any company that has a sales cycle can create predictive models after a certain amount of time. They can make predictions like 80% of sales close after point x. So if a sales dept has 100 sales at point x, they can predict about 80 will close. If this model has proven to be mostly accurate over a period of time, it can bring a heathy sense of stability and consistency in the company.
I couldn't tell where Steve stands with this exactly but isn't a linear sales process what allows sales-focused companies to be able to scale? I know in the case Steve described it was not the way to go because the sales cycle hadn't been proven and needed to be developed. But once developed, you don't want to be reinventing the wheel each time a new sales guy joins the team right?
Yet, I can think of situations where this is counterproductive. Take sales. Any company that has a sales cycle can create predictive models after a certain amount of time. They can make predictions like 80% of sales close after point x. So if a sales dept has 100 sales at point x, they can predict about 80 will close. If this model has proven to be mostly accurate over a period of time, it can bring a heathy sense of stability and consistency in the company.
I couldn't tell where Steve stands with this exactly but isn't a linear sales process what allows sales-focused companies to be able to scale? I know in the case Steve described it was not the way to go because the sales cycle hadn't been proven and needed to be developed. But once developed, you don't want to be reinventing the wheel each time a new sales guy joins the team right?