From product roadmapping to sprint planning: How to ship software at scale Snir Kodesh

There are many projects that just cannot be constrained into a quarter. I think this is one of the explicit downsides of quarterly OKRs is that you bias toward items that you can fit and deliver and demonstrate impact within a quarter, and that's not always the strategic thing to do.

I think data presents a very nefarious vulnerability, which is if you don't know what to measure and you don't think to instrument and you don't necessarily know where to look, it could actually lead you astray, because your biggest opportunity might be in a place that you just didn't think to instrument.

We've found that smaller meetings are actually more effective and allow for more directness and more transparency, which I just think, obviously, leads to better outcomes.

If you think about just the product surface area and the product path or happy path, that was really clear at Lyft. You have somebody come in, open the app, look around, hopefully convert, request a ride, and sort of convert in every step of the funnel, and ultimately get dropped off at their destination. And that happy path is really hard at Retool, specifically because it's an enterprise platform.

Anything that is good for that small ten-person startup is going to be good for that hundred-thousand-person company, but the inverse is not necessarily true.