Jason Cohen

It's a lot of overhead.

But about every 100 days, this kind of stuff falls out of people's heads.

Just like if you're a distributed team, about every 100 days, all the social fabric starts getting weaker.

And you've got to come together to recharge those batteries.

Same kind of thing, right?

This helps you identify what that is and gets everyone aligned to it.

The final thing about focusing everyone is if the whole company is working on just a few things, that means projects will cross over teams, and that's another problem.

And you already know what this problem is.

People have to talk, and that's meetings and all this crap.

And then marketing says, I think we should redo the design of the product to match the website.

And they're not wrong.

And the engineers are like, we have to refactor the code, because that's what engineers always want to do.

Did you write that code?

Yeah, but we've got to refactor it.

OK, whatever.

They're probably right also.

And then if they can't resolve it, which often is the case,

case, it moves around.

I mean, meetings and the CEOs deciding.

And this is, of course, a huge, not only is it inefficient, not only is this, again, diluting our power of scale, it also sucks.