10x Go Slow to Go Fast
10x Go Slow to Go Fast
Embracing Paradox: How 'Go Slow to Go Fast' Transformed My Approach to Management
As the voice behind 10xManager, I've always championed the mantra of speed in software development. The faster we move, the quicker we get feedback, and the sooner we can iterate and improve - very much a silicon valley mindset forged by my stints at various startups and a necessity especially if you’re operating in a fast moving AI space. Needless to say, this belief has been integral to my management philosophy and personal approach. However, a seemingly contradictory piece of advice from an early mentor challenged my mindset: "Go slow to go fast." This paradoxical statement, conflicting with my fast-paced ethos, unexpectedly became one of my most significant learning experiences.
In the tech world, where I have spent much of my career, the pace is relentless. We glorify stories of rapid development and launches, equating speed with success and efficiency. This belief system had been the bedrock of my approach until my coach introduced the concept of slowing down to ultimately accelerate progress.
The Unveiling of a New Perspective
The advice "Go slow to go fast" serves as a powerful reminder that the ultimate goal isn't merely to reduce time but to optimize our efforts for better outcomes. This concept doesn't suggest a reduction in effort or ambition. Instead, it emphasizes a shift in focus towards aspects of work that truly matter: quality, strategic planning, and team alignment.
Quality Over Speed: Emphasizing quality over speed requires a paradigm shift. It's about understanding that faster isn't always better if it compromises the end product. This approach has been famously adopted by Apple, a company renowned for its meticulous product development cycles. Apple’s commitment to quality, even if it means longer development times, has resulted in products that set industry standards and command customer loyalty. This approach has not only contributed to Apple's reputation for excellence but has also demonstrated the long-term value of prioritizing quality. A product developed with attention to detail and rigorous testing may take longer to reach the market, but the reduced need for corrections and enhancements post-launch makes the development process more efficient overall.
Strategic Planning: Strategic planning is about looking ahead, understanding the market, and anticipating challenges. Amazon's 'working backwards' approach exemplifies this. They start by envisioning the customer experience they want to create and then work backwards to make it a reality. This method demands more time at the planning stage but ensures that every step taken is purposeful and aligned with the end goal. By investing time in understanding customer needs and mapping out a clear strategy, Amazon has been able to launch successful products and services that resonate with their audience. This comprehensive planning leads to more effective execution, as decisions are made with a clear understanding of the desired outcome, reducing the need for time-consuming revisions later in the process.
Team Alignment and Communication: In a complex project, having a team working in harmony is crucial. Google's use of the 'OKR' (Objectives and Key Results) framework is a prime example of how effective alignment and communication can enhance efficiency. OKRs help in setting clear objectives and measurable key results, ensuring everyone understands what needs to be achieved and how their work contributes to these goals. This clarity in communication prevents misunderstandings and misalignments that can slow down progress. By ensuring that each team member is aligned with the project's objectives and their role in achieving them, Google fosters a collaborative environment where resources are utilized efficiently, and efforts are synergized towards common goals.
In summary, this new perspective isn't about slowing down for the sake of it. It's about taking the time to do things right - to build a solid foundation through quality, strategic foresight, and team synergy. This approach may initially seem slower, but it lays the groundwork for a more efficient and effective path to success.
Embracing the Philosophy
My journey to integrating the "Go Slow to Go Fast" philosophy into my management style was catalyzed by my experiences at Springpath and Cisco. This approach, which prioritizes strategic depth and careful planning, marked a significant shift from my previously rapid execution methods. It proved crucial in delivering products that were not only innovative but also robust and market-ready.
Detailed Strategic Planning at Springpath: As one of the founding engineers at Springpath, I spearheaded the development of our pioneering hyperconvergence software platform. This project, foundational to Springpath's market entry, demanded an approach that was both innovative and risk-averse. We chose to invest in an extensive R&D phase - operating almost 2 years in stealth mode, where our focus was on understanding the nuanced needs of our target market and ensuring that our product could robustly meet these needs. This phase included detailed market analysis, iterative product testing, and continuous refinement based on feedback from select high value customers. The result was a hyperconvergence software platform that not only met market needs but also set a new standard in simplicity and efficiency - our 1.0 version of the platform was as good or better than the competitors’ 4.0 version, demonstrating the long-term benefits of a thoughtful, thorough approach in a high-stakes development environment.
Fostering Team Alignment at Cisco: Post-acquisition by Cisco, as the Head of Engineering for Hyperflex Data Protection, I faced the challenge of integrating Springpath's innovative technologies with Cisco's existing product suite. This task required more than technical integration; it demanded strategic foresight and meticulous team coordination. Embracing the "Go Slow to Go Fast" principle, I prioritized clear, consistent communication and alignment and relationship across the teams. We conducted regular alignment sessions, ensuring each team member understood the integration's strategic importance and their role in it. This focus on alignment was instrumental in navigating the technical and cultural complexities of the integration, leading to a seamless and effective assimilation of Springpath's technologies into Cisco's product line. This not only enhanced Cisco’s technological edge but also demonstrated the value of a cohesive, well-informed team in complex, high-stakes projects.
The Impact: At Springpath, the deliberate approach to developing the hyperconvergence software platform allowed us to create a product that was not just innovative but also highly reliable and user-friendly. This product significantly contributed to Springpath's market value and was a key factor in the successful acquisition by Cisco. At Cisco, the strategic integration of Springpath's technology enhanced our product portfolio's competitiveness, contributing to Cisco’s leadership in the market. The integration's success was a testament to the power of strategic planning, team alignment, and clear communication in achieving efficient and impactful technological integration in a complex corporate landscape.
Conclusion
Incorporating "go slow to go fast" into my management style has been a transformative experience. It's a lesson in the power of being open to new perspectives and challenging our core beliefs. As leaders in technology and AI, embracing such paradoxes can guide us to more efficient, effective, and ultimately successful practices.
"Going slow to go fast" is more than a piece of advice; it's a philosophy that can redefine how we approach our work and lead our teams. It encourages us to prioritize quality, planning, and alignment, which, paradoxically, can accelerate our journey to success.
~10xManager