Why product managers don’t cry over spilt milk: Rapid results can prevent long‐term failure

On the face of it, there may not seem much in common with a World Bank project to increase the productivity of Nicaraguan farmers, and British financial institutions’ need to bring profitable new products and services on stream quickly. Or with a US office‐product company’s determination to significantly increase revenues, or a Danish underwater acoustics company’s aim to reduce product development times from three years to three months.