It's not about incentives; it's just bad management. As you said, the business just wants trees on trucks, so good management would realise that you need to spend some time sharpening axes to get trees on trucks quickly. It just seems to be something that a lot of software managers don't get.
replyI don't think every company is like this though. E.g. Google and Amazon obviously have spent a mountain of time sharpening their own axes. Amazon even made an axe so sharp they could sell it to half the world.
Early on in Amazon’s history (long before same day shipping), they added a feature that would tell you, on a product page, whether you had recently bought that same product. The metrics spoke loud and clear: it caused purchase count to go down. Human common sense about the customer’s experience overruled the data and they have some variation of that feature to this day. That’s the “customer obsession,” but unfortunately most businesses only copy the “data driven”.
replyThere is some amount of time to spend on sharpening that, if you spend either more or less time sharpening, net amount of trees on trucks goes down. Smart businesses look for that amount. Really smart businesses know what the amount is, and make sure that they spend very close to that amount of time sharpening.
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