[tonnydourado]

I don't agree with the optimal path of The HiPPO War. The founder very explicitly said he thinks shipping the current user experience is Bad™, that he'd rather loose the 50k in ads. It doesn't make sense that he would accept shipping it anyway because "We can ship a 'Soul' update" later.

Also, you're commiting the team to deliver something you (probably) don't have the technical knowledge to estimate, so you might be adding another week of death March after just 1 weekend.

The lesson at the end is not wrong, but the characters don't seem realistic.

That said, I have always been IC for a reason, so what do I know.

[pingananth]

You actually hit on a very real tension here.

You are spot on about the risk: Promising a 'Soul Update' without consulting the team is essentially writing a blank check that Engineering has to cash. As an IC, you are right to call that out—it's a dangerous move.

Why I wrote the 'Winning' path that way: In my experience, Founder objections are often 50% about the product and 50% about anxiety. They threaten to 'lose the 50k' because they are scared of a flop. The 'Ship + Fast Follow' strategy works because it addresses the anxiety without killing the momentum.

On a lighter note: I definitely had a 'Steve Jobs' archetype in mind when writing that dialogue—hence the obsession with the product's 'Soul' over its metrics! Dealing with a visionary who ignores logic is a distinct skill set from dealing with a rational MBA type.

[tonnydourado]

I have a strategy for dealing with bosses that ignore logic, it's been foolproof so far, going on 14 years of experience.

I call it "quitting".