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← Companies should respond very fast to feedback and improve things fast
17 connected korrents · 18 moments from 23 Jan 2012 to 27 Oct 2026.
Everything filed under hiring
hiring
Everything filed under management
management
Everything filed under team size
team size
Everything filed under venture capital
venture capital
Everything filed under startups
startups
Everything filed under product management
product management
Everything filed under creativity
creativity Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: Companies should respond very fast to feedback and improve things fast Companies should respond very fast to feedback and improve things fast Last stated 4 days ago
27 Oct 2026
PL
Pieter Levels — holds since 2026-10-27 — tap for who they are
Same subject: The right path for a company tends to be the option without a rapid feedback loop attached. — tap to centre the map on it The right path for a company tends to be the option without a rapid feedback loop attached. Last stated 2 months ago
15 Sept 2026
TL
Tobias Lütke — holds since 2026-09-15 — tap for who they are
Same subject: Speed and efficiency alone do not make work better is not relevant, but problems with core competency can't be fixed with feedback — tap to centre the map on it Speed and efficiency alone do not make work better is not relevant, but problems with core competency can't be fixed with feedback Last stated 3 years ago
1 Sept 2023
DH
David Heinemeier Hansson — holds since 2023-09-01 — tap for who they are
Same subject: You cannot get real feedback on a new consumer product before shipping the whole thing; feedback starts when somebody spends their own money on it. — tap to centre the map on it You cannot get real feedback on a new consumer product before shipping the whole thing; feedback starts when somebody spends their own money on it. Last stated 5 months ago
7 Jun 2026
TF
Tony Fadell — holds since 2026-06-07 — tap for who they are
Same subject: Feedback should be a daily practice rather than a twice-yearly review, because the team that improves one percent a week overtakes the team that improves one percent a month. — tap to centre the map on it Feedback should be a daily practice rather than a twice-yearly review, because the team that improves one percent a week overtakes the team that improves one percent a month. Last stated a year ago
21 Sept 2025
JZ
Julie Zhuo — holds since 2025-09-21 — tap for who they are
Same subject: Founders are better off being reminded of the basics again and again: talk to users, ship earlier, get more feedback, and hold a higher bar for hiring. — tap to centre the map on it Founders are better off being reminded of the basics again and again: talk to users, ship earlier, get more feedback, and hold a higher bar for hiring. Last stated 2 months ago
23 Aug 2026
SA
Sam Altman — holds since 2026-08-23 — tap for who they are
Same subject: Doing creative work in public, where failures are visible, produces faster useful feedback. — tap to centre the map on it Doing creative work in public, where failures are visible, produces faster useful feedback. Last stated 4 months ago
19 Jun 2026
BF
Brad Feld — holds since 2026-06-19 — tap for who they are
Same subject: Giving a vendor brutally honest feedback helps the vendor and the customer's own company more than polite praise given out of fear — tap to centre the map on it Giving a vendor brutally honest feedback helps the vendor and the customer's own company more than polite praise given out of fear Last stated 11 months ago
21 Nov 2025
BG
Brendan Gregg — holds since 2025-11-21 — tap for who they are
Same subject: The people who adapt fastest in a crisis are largely the ones who have started a company before. — tap to centre the map on it The people who adapt fastest in a crisis are largely the ones who have started a company before. Last stated 9 months ago
18 Jan 2026
TL
Tobias Lütke — holds since 2026-01-18 — tap for who they are
Same subject: A founder should take half the valuation if it buys all of the control, because the right to be wrong in your own way is what founding was for. — tap to centre the map on it A founder should take half the valuation if it buys all of the control, because the right to be wrong in your own way is what founding was for. Last stated 5 months ago
2 Jun 2026
MP
Mark Pincus — holds since 2026-06-02 — tap for who they are
Same subject: AI factories and foundries are too capital-intensive for venture money; they need government or sovereign funds behind them. — tap to centre the map on it AI factories and foundries are too capital-intensive for venture money; they need government or sovereign funds behind them. Last stated 4 months ago
18 Jun 2026
LT
Lip-Bu Tan — holds since 2026-06-18 — tap for who they are
Same subject: Being formidable means getting what you want in any situation, and that is exactly why investors want it: a formidable founder's interests and theirs are the same. — tap to centre the map on it Being formidable means getting what you want in any situation, and that is exactly why investors want it: a formidable founder's interests and theirs are the same. Last stated 2 months ago
3 Sept 2026
PG
Paul Graham — holds since 2026-09-03 — tap for who they are
Same subject: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. — tap to centre the map on it A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. Last stated a month ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — tap for who they are
Same subject: A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. — tap to centre the map on it A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. — tap to centre the map on it A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. — tap to centre the map on it A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
At the centre
Companies should respond very fast to feedback and improve things fast
Holds Read this korrent →
The right path for a company tends to be the option without a rapid feedback loop attached.
Holds
Speed and efficiency alone do not make work better is not relevant, but problems with core competency can't be fixed with feedback
Holds
You cannot get real feedback on a new consumer product before shipping the whole thing; feedback starts when somebody spends their own money on it.
Holds
Feedback should be a daily practice rather than a twice-yearly review, because the team that improves one percent a week overtakes the team that improves one percent a month.
Holds
Founders are better off being reminded of the basics again and again: talk to users, ship earlier, get more feedback, and hold a higher bar for hiring.
Holds
Doing creative work in public, where failures are visible, produces faster useful feedback.
Holds
Giving a vendor brutally honest feedback helps the vendor and the customer's own company more than polite praise given out of fear
Holds
The people who adapt fastest in a crisis are largely the ones who have started a company before.
Holds
A founder should take half the valuation if it buys all of the control, because the right to be wrong in your own way is what founding was for.
Holds
AI factories and foundries are too capital-intensive for venture money; they need government or sovereign funds behind them.
Holds
Being formidable means getting what you want in any situation, and that is exactly why investors want it: a formidable founder's interests and theirs are the same.
Holds
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
Holds
A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth.
Holds
A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance.
Holds