""I try to instill this into the rest of the team, but certainly I feel that what we have right now is just a giant piece of shit," he told the MIT Technology Review in 2014. "Like, it's just terrible, and we should be humiliated that we offer this to the public. Not everyone finds that motivational, though.""
""I came into the office the next day and people had printed out on 40 pieces of 8.5-by-11 paper that quote and pasted it up on the wall," he said."
""To me, that was like: you should be embarrassed by it. It should be a perpetual desire to improve. You should never be like, 'Oh, this is great.'""
""He could be proud of "individual pieces," Butterfield said, but in the aggregate, leaders should only see the "almost limitless opportunities to improve.""
An early version of the product was called "terrible" in 2014, prompting employees to print and post the quote across office walls. Embarrassment was presented as a motivating tool to cultivate a perpetual desire to improve. Individual achievements could be a source of pride while leaders were urged to focus on the aggregate, which still offered almost limitless opportunities to improve. The philosophy aligns with Toyota's kaizen approach of continuous improvement, aiming to maximize quality, eliminate waste, and raise efficiency. Humility and relentless refinement were framed as central to product and leadership culture.
Read at Business Insider
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