Going fast has unappreciated benefits:
Successful startups seem to prioritise speed to an extraordinary degree:
From Inside Paypal:
"Refusal to accept constraints, external or internal: We were expected to pursue our #1 priority with extreme dispatch (NOW) and vigor.
From Sam Altman's experience with YC founders:
Facebook has made famous the "move fast and break things" mentality.
Patrick Collison, CEO of Stripe, collects a great list of "fast" projects.
Patrick McKenzie on what it is like to work at Stripe:
The returns to pushing your cadence to faster are everywhere and they compound continuously, for years. Don’t send the email tomorrow. Don’t default to scheduling the meeting for next week. Don’t delay a worthy sprint until after the next quarterly planning exercise. Design control and decisionmaking structures to bias heavily in favor of preserving operating cadence.
A stupendous portion of that advantage is just consistently choosing to get more done. That sounds vacuous but hasn’t been in my experience. I have seen truly silly improvements occasioned by someone just consistently asking in meetings “Could we do that faster? What is the minimum increment required to ship? Could that be done faster?”
See also: Speed matters less than you think