a single source, nothing corroborates it

Take the pricing decision slowly, and the rest fast

Fast decisions speed the loop of shipping and feedback, which is how a small company out-learns a larger one, but a handful of choices deserve the opposite treatment and pricing strategy is one of them. Where a decision cannot be reversed, restructure it until part of it can: apply the change to one segment, or split it so a piece remains undoable.

The method

1. 01

   Decide fast by default, but treat pricing strategy, a first executive hire, raising money and entering a new market as the exceptions that deserve slow, deliberate analysis.

2. 02

   If a decision cannot be reversed, restructure it until part of it can be: apply it to one segment only, or split it so a piece is undoable.

What it returned

• He argues fast decisions speed the loop of shipping and feedback, which is how a smaller company out-learns one with a lead.

Sources

• When should a decision be fast, or slow?Jason Cohen · longform.asmartbear.com · When should a decision be fast, or slow? · 2018-09-05