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Indeed, this is what has happened at AutoTrader UK, where teams are no longer funded annually to build a set of features. Instead, the organization now checks in with each team on a quarterly basis to see how it’s tracking against initiative goals. Initiative goals are quantitative and based on changing customer behavior in some way that benefits the business. Teams get funded to change these behaviors, one quarter at a time. As the quarter nears its end the company assesses, with the team, whether it’s worthwhile to continue working toward those outcomes. If so, the team gets another quarter’s worth of runway. If not, it moves on to a new initiative.
Sense and Respond
Jeff Gothelf, Josh Seiden
Our new process: 1. Sit and chat about what we need to build, doing research with Deep Research as we go. 2. Have AI record everything and turn it into a spec. 3. Clean up the spec, adding any design requirements / other nuances. 4. Have Devin code it up. 5. QA, merge, (auto-)deploy to prod.
- [Sahil Lavingia](https://x.com/GeoffreyHuntley/status/1887495898822787189?ref=ghuntley.com) (Founder of Gumroad)
The Future Belongs to Idea Guys Who Can Just Do Things
Geoffrey Huntley
And the most visible and profound change is typically the move from funding, building and shipping features and projects on specific dates, to funding, building and shipping products to achieve the necessary outcomes.
Today, this is commonly referred to as moving from output to outcomes. I also like to explain this as moving from time-to-market to time-to-money.
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