WEBVTT 00:00:00.000 --> 00:00:02.200 Hey, what's up, Toby? It's another week for the 00:00:02.200 --> 00:00:05.500 Processed Ed podcast. Glad to be back. Glad to 00:00:05.500 --> 00:00:09.019 see you. I know. We made it again. Hallelujah. 00:00:09.900 --> 00:00:13.080 Today, the topic is Parkinson's Law. Do you know 00:00:13.080 --> 00:00:17.480 what Parkinson's Law is? I know Parkinson's and 00:00:17.480 --> 00:00:20.039 I know law, and I have a hunch it may not have 00:00:20.039 --> 00:00:23.219 anything to do with either. No, it has nothing 00:00:23.219 --> 00:00:25.480 to do with either, although I did, yeah, my uncle 00:00:25.480 --> 00:00:27.620 did have Parkinson's, so that was really sad. 00:00:28.170 --> 00:00:33.170 Yeah, that all right topic but no Parkins law. 00:00:33.310 --> 00:00:39.170 All right, Parkinson's law is Limit time limit 00:00:39.170 --> 00:00:42.049 the time it takes to complete a task to what 00:00:42.049 --> 00:00:47.549 users expect it to take This is the back to the 00:00:47.549 --> 00:00:49.570 give a if you need something done give it to 00:00:49.570 --> 00:00:54.189 a busy person that is correct That is 100 % correct 00:00:54.189 --> 00:01:01.420 Wow, that's actually Work fills the amount of 00:01:01.420 --> 00:01:07.519 time that is given. Right? So you've been an 00:01:07.519 --> 00:01:10.920 adjunct professor forever. Right. If you give 00:01:10.920 --> 00:01:14.579 your students two weeks to do something, how 00:01:14.579 --> 00:01:16.980 long does it take? Right. Usually about two and 00:01:16.980 --> 00:01:22.939 a half. At least for about 20 % of the students. 00:01:23.200 --> 00:01:26.579 Oh my God. Irony, Chris, it could be a two hour 00:01:26.579 --> 00:01:31.180 task, right? That was me too in my undergraduate, 00:01:31.420 --> 00:01:34.939 you know. Oh, I mean, it's all of us, right? 00:01:35.140 --> 00:01:37.799 It is. It is. If I have three things to do on 00:01:37.799 --> 00:01:42.260 a Saturday, I'll get two done. If I have 15 things 00:01:42.260 --> 00:01:45.879 to done to do, I'll have 15 done by noon. It's 00:01:45.879 --> 00:01:49.840 you're absolutely right. Yeah. Well, and it's 00:01:49.840 --> 00:01:51.540 it's crazy, right? Because, like, first of all, 00:01:51.599 --> 00:01:54.659 we were terrible at time managing time as humans. 00:01:54.659 --> 00:01:59.010 Like we like. You figure out you get generative 00:01:59.010 --> 00:02:02.590 AI to figure out how to predict time Well, and 00:02:02.590 --> 00:02:04.810 you will be a trillionaire. You'll be the first 00:02:04.810 --> 00:02:09.729 trillionaire on earth. I Think there's truth 00:02:09.729 --> 00:02:13.409 to that time is so it's such an elusive construct 00:02:13.409 --> 00:02:16.409 and we we inflict that concept on each other 00:02:16.409 --> 00:02:20.270 and Then none of us managing well, so well maybe 00:02:20.270 --> 00:02:23.270 and maybe I'm a little wrong here right because 00:02:23.270 --> 00:02:26.490 we were supposed to have autonomous cars and 00:02:26.460 --> 00:02:29.520 1980, I think, or something like that. Or the 00:02:29.520 --> 00:02:31.860 2000s, because that was going to be them. And 00:02:31.860 --> 00:02:34.740 we were going to fly to Mars. And apparently, 00:02:34.979 --> 00:02:37.139 there's different constraints. But those are 00:02:37.139 --> 00:02:40.000 key. We keep selling those items. Anyway, we 00:02:40.000 --> 00:02:42.960 got a little bit distracted here. So Parkinson's 00:02:42.960 --> 00:02:47.599 law and process. It's one of the reasons why 00:02:47.599 --> 00:02:50.599 we have processed debt is Parkinson's law, because 00:02:50.599 --> 00:02:54.500 we don't simply allocate time to getting better 00:02:54.500 --> 00:03:01.349 at our craft. Yeah. Thinking back over your career, 00:03:03.909 --> 00:03:07.169 were there certain conditions where that was 00:03:07.169 --> 00:03:09.250 cultivated or has that always been a challenge 00:03:09.250 --> 00:03:13.650 for you? Can you think of roles that you held 00:03:13.650 --> 00:03:17.509 where you guys specifically blocked time to think 00:03:17.509 --> 00:03:24.280 about process improvement? No. I mean, like, 00:03:24.740 --> 00:03:28.000 I wish the answer was yes. Yeah. Right. Like, 00:03:28.000 --> 00:03:30.919 what's funny, here's what's typically happened 00:03:30.919 --> 00:03:35.159 in my career. I just got really dogged on something 00:03:35.159 --> 00:03:38.520 that no one really cared about that was very 00:03:38.520 --> 00:03:42.199 important. Yeah. And I just ground on that thing 00:03:42.199 --> 00:03:45.419 for a year, for two years. It literally didn't 00:03:45.419 --> 00:03:47.479 matter because I knew it was important and I 00:03:47.479 --> 00:03:50.460 knew the outcome. When it landed would be incredibly 00:03:50.460 --> 00:03:55.830 valuable. And so I would basically borrow and 00:03:55.830 --> 00:04:01.889 steal people's time. And then I would literally 00:04:01.889 --> 00:04:04.909 go and get things done. And then at the end, 00:04:05.210 --> 00:04:06.949 they'd be like, oh my gosh, this is amazing. 00:04:07.030 --> 00:04:10.069 Where has this been? You're like, no one saw 00:04:10.069 --> 00:04:15.250 it, right? My time horizon was really long because 00:04:15.250 --> 00:04:20.689 it was really about outcome. And yet, you know, 00:04:20.870 --> 00:04:22.970 on the process side, that's really to deliver 00:04:22.970 --> 00:04:25.350 to internal customers or external customers. 00:04:25.930 --> 00:04:28.550 That's not necessarily around the process of 00:04:28.550 --> 00:04:32.250 doing business, which again is like, you know, 00:04:32.250 --> 00:04:34.589 last week we talked about rituals and the importance 00:04:34.589 --> 00:04:37.250 of just doing things over and over again. Like 00:04:37.250 --> 00:04:40.850 we don't think about the impact that we can have 00:04:40.850 --> 00:04:45.990 on those repeatable processes if we improve the 00:04:45.990 --> 00:04:48.720 repeatable ones. Because oftentimes we don't 00:04:48.720 --> 00:04:52.519 think about the process of doing the work, we 00:04:52.519 --> 00:04:57.060 just think of what's expected today, right? Which 00:04:57.060 --> 00:05:00.879 is a fancy PowerPoint or a new spreadsheet, right? 00:05:01.699 --> 00:05:04.899 What you're speaking to is, if we get 20 requests 00:05:04.899 --> 00:05:07.759 a month, how do we think about how the request 00:05:07.759 --> 00:05:11.420 shows up, how we prioritize or accept the request, 00:05:11.879 --> 00:05:14.399 perform the work and deliver it? We're so often 00:05:14.399 --> 00:05:17.319 just trying to catch the next ball and make sure 00:05:17.319 --> 00:05:24.720 we don't drop it. Like you, I've done a considerable 00:05:24.720 --> 00:05:28.000 amount of concerted work around process improvement 00:05:28.000 --> 00:05:31.860 in teams, facilitating process change, helping 00:05:31.860 --> 00:05:38.060 drive adoption. There's really only been one 00:05:38.060 --> 00:05:41.480 or two roles in my career where I was held accountable 00:05:41.480 --> 00:05:46.310 for a very structured recurring process. The 00:05:46.310 --> 00:05:48.290 one that immediately comes to mind as you bring 00:05:48.290 --> 00:05:53.310 this up was we would do monthly sales reports. 00:05:54.290 --> 00:05:56.870 And at the time, our tools weren't sophisticated 00:05:56.870 --> 00:06:00.050 enough and the tools we had made ugly stuff. 00:06:00.250 --> 00:06:03.290 And so we were basically downloading data and 00:06:03.290 --> 00:06:06.750 manipulating it in Excel and then painting crap 00:06:06.750 --> 00:06:11.490 into PowerPoint, but super time intensive. But 00:06:11.490 --> 00:06:15.470 because we had The reporting cycle, the goal 00:06:15.470 --> 00:06:17.870 was to get fresh information into the hands of 00:06:17.870 --> 00:06:20.290 decision makers as quickly as we could, which 00:06:20.290 --> 00:06:22.990 I think that goal is still very much the same 00:06:22.990 --> 00:06:27.009 around, right? But at the time, this predates 00:06:27.009 --> 00:06:30.670 any of our cloud -based stuff. And so much of 00:06:30.670 --> 00:06:33.290 the fantasy of data warehouses, we were doing 00:06:33.290 --> 00:06:36.670 it in Excel. We'd take a flat file, we'd dump 00:06:36.670 --> 00:06:39.529 in the flat file, and then it was pre -mapped 00:06:39.529 --> 00:06:43.339 to populate all of the appropriate reports. So, 00:06:43.600 --> 00:06:48.379 if there was a delay, it was in capturing those 00:06:48.379 --> 00:06:52.180 reports that were structured in Excel and grabbing 00:06:52.180 --> 00:06:55.660 the screenshots and pasting them into a new PowerPoint 00:06:55.660 --> 00:06:59.519 file that we could then distribute. What's interesting, 00:06:59.639 --> 00:07:01.740 though, is that over the course of about four 00:07:01.740 --> 00:07:04.480 months, we cut our time in half and cut our time 00:07:04.480 --> 00:07:08.920 in half again. And as an Excel jockey, you appreciate, 00:07:09.860 --> 00:07:13.120 oh, what will Visual Basic do for me? And I think 00:07:13.120 --> 00:07:16.600 that today's automation tools, the challenge 00:07:16.600 --> 00:07:20.139 is that we haven't done the process first. Instead, 00:07:20.420 --> 00:07:24.019 we lead with tooling instead of with process 00:07:24.019 --> 00:07:27.379 and desired outcome. And so it's really hard 00:07:27.379 --> 00:07:30.920 to know that what we're delivering is useful 00:07:30.920 --> 00:07:34.019 if all we're doing is accelerating how fast we 00:07:34.019 --> 00:07:37.300 push stuff out. And so that first one is almost 00:07:37.300 --> 00:07:41.360 by necessity a little bit of a slow slog. Because 00:07:41.360 --> 00:07:43.560 we have to explore, we have to understand what's 00:07:43.560 --> 00:07:45.180 available, and then we have to make conscious 00:07:45.180 --> 00:07:49.300 choices about what's included. So, Parkinson's 00:07:49.300 --> 00:07:52.579 Law is really interesting because unless there's 00:07:52.579 --> 00:07:55.160 urgency in that, the design of a process can 00:07:55.160 --> 00:07:58.860 take months. When in truth, it's like, how many 00:07:58.860 --> 00:08:01.660 requests did we get last month? How many results 00:08:01.660 --> 00:08:05.720 did we deliver? And how do we do those? There's 00:08:05.720 --> 00:08:08.259 outliers, let's identify them, but that cycle 00:08:08.259 --> 00:08:10.720 time? You know, if you're producing, if you're 00:08:10.720 --> 00:08:13.379 doing that hard look at process once a month 00:08:13.379 --> 00:08:16.139 for three or four months in a row, it can get 00:08:16.139 --> 00:08:19.579 tightened so fast. Well, what's interesting is 00:08:19.579 --> 00:08:22.899 like that you're talking about like precision. 00:08:23.079 --> 00:08:27.500 Yeah. Right. And I think one of the maybe myths 00:08:27.500 --> 00:08:29.800 around process is that they have to always be 00:08:29.800 --> 00:08:33.480 precise. Right. And in knowledge work, they just 00:08:33.480 --> 00:08:36.580 don't. Right. And what I mean by that is like, 00:08:36.679 --> 00:08:40.110 you might have a metric of I want to make sure 00:08:40.110 --> 00:08:46.789 that from a quantitative and qualitative, I want 00:08:46.789 --> 00:08:49.470 to be able to quantify that there's X amount 00:08:49.470 --> 00:08:52.490 of people that I have that I'm actively engaging. 00:08:54.629 --> 00:08:58.470 The qualitative, that can be kind of nebulous. 00:08:58.629 --> 00:09:01.190 And so it doesn't necessarily have to be super 00:09:01.190 --> 00:09:06.769 precise, but it has to be repeatable. And so 00:09:06.769 --> 00:09:10.159 again, it's like, you know, the whole Parkinson's 00:09:10.159 --> 00:09:12.580 love, like, look, can you make it better? You 00:09:12.580 --> 00:09:17.379 100 % can, right? And you always should. But 00:09:17.379 --> 00:09:20.340 that's an infinite problem, right? Which is like, 00:09:20.500 --> 00:09:23.159 look, on the process side of the house, like, 00:09:23.379 --> 00:09:26.940 it should be consistently getting better. And 00:09:26.940 --> 00:09:31.179 it should be tightening from a, like you said, 00:09:31.379 --> 00:09:36.120 from an output standpoint. and from a quality 00:09:36.120 --> 00:09:38.500 standpoint, but we're funny as humans because 00:09:38.500 --> 00:09:40.840 we just want it to be shiny. And so we change 00:09:40.840 --> 00:09:43.740 it all the time. And then you don't have process. 00:09:43.899 --> 00:09:46.860 You basically have new shiny things that may 00:09:46.860 --> 00:09:53.179 or may not align to the decision maker. Because 00:09:53.179 --> 00:09:55.480 what you don't want is you don't want a board 00:09:55.480 --> 00:10:00.019 member to be just amused and amazed with the 00:10:00.019 --> 00:10:02.600 shiny object. when you don't understand that 00:10:02.600 --> 00:10:06.340 that shiny object is 0 .1 % of your total revenue. 00:10:08.320 --> 00:10:10.740 Which is a legitimate risk, right? We get excited 00:10:10.740 --> 00:10:14.480 about things that excite us. So new information 00:10:14.480 --> 00:10:18.720 or a new toy, a new tool, it quickly captures 00:10:18.720 --> 00:10:24.840 our attention. I do think that, I think it's 00:10:24.840 --> 00:10:28.779 easy to neglect process. especially recurring 00:10:28.779 --> 00:10:31.559 processes, because they aren't shiny and sexy. 00:10:32.340 --> 00:10:36.519 It's like the drum beat, you know? A couple exceptions 00:10:36.519 --> 00:10:41.299 in drumming aficionados, most people might know 00:10:41.299 --> 00:10:43.519 the names of the lead singer, the lead guitarist, 00:10:43.580 --> 00:10:47.360 not always the drummer or the bassist. Those 00:10:47.360 --> 00:10:50.259 are those very measured, recurring things that 00:10:50.259 --> 00:10:54.549 everybody else falls in step with. whether we 00:10:54.549 --> 00:10:56.590 call it ritual or recurring process, there's 00:10:56.590 --> 00:11:00.110 a lot to be said for putting it on the clock. 00:11:00.509 --> 00:11:04.850 I do think having a net setting expectations 00:11:04.850 --> 00:11:08.330 around a healthy duration, this is where benchmarking 00:11:08.330 --> 00:11:11.450 I think helps us get out of the Parkinson's law 00:11:11.450 --> 00:11:15.070 as teams within organizations. When we go out 00:11:15.070 --> 00:11:18.110 and find out what is the typical, in the accounting 00:11:18.110 --> 00:11:20.009 and finance world, they'll talk about the month 00:11:20.009 --> 00:11:23.200 and close. Business is done for the month of 00:11:23.200 --> 00:11:27.039 October. So how many days until we can see the 00:11:27.039 --> 00:11:29.379 results, until all the financials are settled? 00:11:30.100 --> 00:11:32.679 And over the years, teams have said we can't 00:11:32.679 --> 00:11:35.960 possibly do it in less than 12 days. And other 00:11:35.960 --> 00:11:38.120 teams will say heads are going to roll if it 00:11:38.120 --> 00:11:41.519 takes more than two. How fascinating that we 00:11:41.519 --> 00:11:46.759 could have such a variety of expectations when 00:11:46.759 --> 00:11:48.100 they're doing the same thing. They're closing 00:11:48.100 --> 00:11:51.360 the books for the month. and yet it has everything 00:11:51.360 --> 00:11:56.940 to do with what's deemed tolerable. What's interesting, 00:11:57.340 --> 00:12:01.179 and we both have been around fintech and finance 00:12:01.179 --> 00:12:06.240 so much throughout our career, it's very interesting 00:12:06.240 --> 00:12:09.879 because that ritual of the monthly close and 00:12:09.879 --> 00:12:12.879 the standard reporting, which is the balance 00:12:12.879 --> 00:12:16.120 sheet, the income statement, and the cash flow 00:12:16.120 --> 00:12:19.720 statement, You can drive a lot of business just 00:12:19.720 --> 00:12:24.340 on the monthly close and those three documents, 00:12:24.340 --> 00:12:27.860 right? But you go outside of finance and you 00:12:27.860 --> 00:12:32.360 go into operations and you might have inventory 00:12:32.360 --> 00:12:35.399 metrics and you have sales, but like, it gets 00:12:35.399 --> 00:12:42.419 so much more nebulous, right? And so inconsistent, 00:12:43.460 --> 00:12:46.580 even though most businesses... are really doing 00:12:46.580 --> 00:12:50.139 the same thing, but there just lacks inconsistency. 00:12:50.559 --> 00:12:52.460 And some of that is because you're trying to 00:12:52.460 --> 00:12:56.100 push those three reports, the ballot sheet, the 00:12:56.100 --> 00:13:02.740 income statement. That's right. Well, it's interesting. 00:13:02.820 --> 00:13:05.539 One of the most sophisticated reporting teams 00:13:05.539 --> 00:13:08.240 I worked on, and I continue to reference them. 00:13:08.299 --> 00:13:13.309 It's been years and years ago. Within about 48 00:13:13.309 --> 00:13:18.990 hours of billing cycle completing, and it was 00:13:18.990 --> 00:13:21.690 a prolonged billing cycle. It was like a 72 hour 00:13:21.690 --> 00:13:26.090 billing cycle. But within about 48 hours of finishing 00:13:26.090 --> 00:13:30.190 it, we had pre -populated templates so that we 00:13:30.190 --> 00:13:33.309 could start to have, we could see who our top 00:13:33.309 --> 00:13:36.289 10 customers were by region and how they changed 00:13:36.289 --> 00:13:39.450 month over month. We could see where we were 00:13:39.450 --> 00:13:42.629 churning. on product and we could see where our 00:13:42.629 --> 00:13:45.009 units times price variances were showing up. 00:13:45.570 --> 00:13:49.509 It didn't happen overnight. And yet, I've yet 00:13:49.509 --> 00:13:52.490 in my career to see comparable reporting. Part 00:13:52.490 --> 00:13:54.509 of it is I've drifted further away from that 00:13:54.509 --> 00:13:57.009 functional team, but rarely have I seen that 00:13:57.009 --> 00:14:00.029 kind of intelligence produced, let alone produced 00:14:00.029 --> 00:14:04.169 so rapidly after a month. And I think about, 00:14:04.230 --> 00:14:06.970 it's kind of like driving. And so if all you 00:14:06.970 --> 00:14:09.580 have is a windshield and no dashboard, You're 00:14:09.580 --> 00:14:12.559 guessing at your speed and you're hoping you're 00:14:12.559 --> 00:14:14.740 not out of gas. I think most of us had a car 00:14:14.740 --> 00:14:22.240 with a gas gauge at some point. But with today's 00:14:22.240 --> 00:14:25.240 dashboards and cars, we have a lot more information 00:14:25.240 --> 00:14:30.299 from engine health to projected miles based on 00:14:30.299 --> 00:14:34.659 the gas and the tank. Make better decisions when 00:14:34.659 --> 00:14:37.799 we have more information at our fingertips. For 00:14:37.799 --> 00:14:42.029 sure. Yeah, this idea is long. Well, it's interesting, 00:14:42.309 --> 00:14:46.549 right? You brought up 72 hours, right? You also 00:14:46.549 --> 00:14:49.169 talked about two -day book close and a 10 -day 00:14:49.169 --> 00:14:51.429 book close, right? And the reality is, is you 00:14:51.429 --> 00:14:55.629 know what happens? You've got this habit of a 00:14:55.629 --> 00:14:58.490 10 -day close, a two -day close, and a 72 -hour 00:14:58.490 --> 00:15:00.669 close, right? The reality is, is like someone 00:15:00.669 --> 00:15:04.370 gave them a deadline. Those deadlines are important, 00:15:04.610 --> 00:15:07.669 right? Now, that being said, like it probably 00:15:07.669 --> 00:15:11.730 took years to get to the 72 hour close but like 00:15:11.730 --> 00:15:14.009 someone was always pushing on that and I think 00:15:14.009 --> 00:15:17.850 that's ultimately like kind of the main point 00:15:17.850 --> 00:15:22.309 here, which is Parkinson's law says look Here 00:15:22.309 --> 00:15:25.169 is what you know in sports parlance. Here's what 00:15:25.169 --> 00:15:28.389 the standard is Yeah, and that standard needs 00:15:28.389 --> 00:15:30.870 to be met and so it's always pushing towards 00:15:30.870 --> 00:15:35.370 that whatever that standard is and I think a 00:15:35.370 --> 00:15:38.759 lot of times businesses forget that there's people 00:15:38.759 --> 00:15:43.600 doing things and actually doing a 70 % job oftentimes 00:15:43.600 --> 00:15:46.820 is going to be better than that 95 high precision 00:15:46.820 --> 00:15:50.940 that an executive expects because there's some 00:15:50.940 --> 00:15:54.500 fudging of numbers in getting to the 70 to 90%. 00:15:54.500 --> 00:15:58.240 Like the decision -making ability on 70 % is 00:15:58.240 --> 00:16:04.340 going to be far outweigh the time and effort 00:16:04.340 --> 00:16:08.080 that it takes to get to the 97. when that extra 00:16:08.080 --> 00:16:11.179 precision is actually not even paying off. Yeah. 00:16:13.320 --> 00:16:17.200 That's a really good point, Chris. I think we're 00:16:17.200 --> 00:16:20.279 always making decisions with incomplete information, 00:16:21.279 --> 00:16:25.659 right? And so, whereas Parkinson's law would 00:16:25.659 --> 00:16:29.000 have us fill the time we have with whatever tasks 00:16:29.000 --> 00:16:32.740 we have, the flip side is... And I don't know 00:16:32.740 --> 00:16:35.120 what the law is, but it's how fast can we make 00:16:35.120 --> 00:16:37.379 a decision? How much information is necessary 00:16:37.379 --> 00:16:40.559 to make the decision? That's called Bayesian 00:16:40.559 --> 00:16:43.220 statistics, my friend. That's what that's called. 00:16:44.519 --> 00:16:46.519 You're the dumb guy on our podcast. You just 00:16:46.519 --> 00:16:48.799 know the names of these things. I'll tell you, 00:16:48.899 --> 00:16:53.620 I had a ticket. I had this upcoming trip and 00:16:53.620 --> 00:16:56.419 I had a ticket that had, and we're in the middle 00:16:56.419 --> 00:16:59.600 of a government shutdown. had a ticket that has 00:16:59.600 --> 00:17:04.480 me leaving Portland to Denver to DC, and then 00:17:04.480 --> 00:17:08.420 on to Spain. And in the middle of a shutdown 00:17:08.420 --> 00:17:12.279 and many weeks in, I'm thinking, what are the 00:17:12.279 --> 00:17:15.099 odds that I'll get to Spain anywhere near the 00:17:15.099 --> 00:17:19.259 day I plan? By contrast, I went out and I started 00:17:19.259 --> 00:17:21.299 looking around. I have a ticket now that takes 00:17:21.299 --> 00:17:25.720 me directly from Portland to Amsterdam. So it 00:17:25.720 --> 00:17:29.619 completely pulls me out of the briar patch, right? 00:17:30.599 --> 00:17:33.940 And so then I have a, so I trade two stops in 00:17:33.940 --> 00:17:38.440 a unmanaged environment. So I have no control 00:17:38.440 --> 00:17:41.420 over that time, but I've also introduced all 00:17:41.420 --> 00:17:43.859 these other actors that could change my timeline 00:17:43.859 --> 00:17:47.000 in the original case. Now I have a single actor, 00:17:47.480 --> 00:17:49.259 which isn't in the middle of a, of a governmental 00:17:49.259 --> 00:17:52.519 shutdown. So these dynamics, right, the likelihood 00:17:52.519 --> 00:17:55.069 and how much information It's really interesting 00:17:55.069 --> 00:17:57.349 because I remember thinking, I'm super uncomfortable 00:17:57.349 --> 00:18:03.490 with backing out of this ticket and yet I sure 00:18:03.490 --> 00:18:06.329 slept better after I rescheduled. I feel like 00:18:06.329 --> 00:18:08.910 that's true of so many elements in life. We're 00:18:08.910 --> 00:18:11.269 committed to it. It's a plan we've had in motion. 00:18:11.410 --> 00:18:16.069 We feel like it's settled law. It's like sunk 00:18:16.069 --> 00:18:18.990 cost. Even though I was able to refund tickets, 00:18:20.789 --> 00:18:23.559 yeah, there's a lot of these moving parts. What's 00:18:23.559 --> 00:18:26.299 interesting is like, process debt, right? So 00:18:26.299 --> 00:18:30.380 like, make sure that you allocate time to improve, 00:18:30.839 --> 00:18:32.740 right? That's kind of the moral of the story. 00:18:33.039 --> 00:18:35.779 And then, you know, maybe next time we'll talk 00:18:35.779 --> 00:18:37.960 about patient statistics, which is essentially 00:18:37.960 --> 00:18:42.880 every time you get new data, update your prediction. 00:18:44.700 --> 00:18:47.700 And that's, you know, I was a senior product 00:18:47.700 --> 00:18:51.779 manager for a very long time. And that frustrates 00:18:51.779 --> 00:18:55.380 the business more than anything. But the reality 00:18:55.380 --> 00:18:59.099 is, the more information you have, the better 00:18:59.099 --> 00:19:01.500 your prediction should be. The problem is, is 00:19:01.500 --> 00:19:03.380 oftentimes the more information you have, the 00:19:03.380 --> 00:19:06.859 longer your timelines are. Because you run into 00:19:06.859 --> 00:19:09.259 the unknown unknowns, and you start to knock 00:19:09.259 --> 00:19:14.700 those down. And so maybe that's our next podcast 00:19:14.700 --> 00:19:17.880 is on Bayesian statistics. I'd love to come back 00:19:17.880 --> 00:19:19.900 to that in the future. Yeah, let's do it. And 00:19:19.900 --> 00:19:23.259 get more. That sounds good. Cool, man. Free time, 00:19:23.460 --> 00:19:24.799 buddy. It's always good. All right. Thanks again. 00:19:24.980 --> 00:19:27.039 Do this. All right. See you. Bye.