Federalist No. 10

The difficult issue of coordination of deadlines. There are three types of deals: 1. Instant, everything you need is already there, you just need to agree, say, a supermarket. 2. Limited, everything you need is regularly available and you just need to fit into the flow, say, any service by appointment. 3. Unlimited, what you need isn't there and a lot needs to be created, say, a startup. The point is, the more difficult the coordination of deadlines, the greater the gain. For structural reasons. When you need something simple and standard, it can fill a gap, but it can't provide an asymmetric advantage. The problem with unlimited deals is that many necessary items are non-standard, and therefore the lead times increase by an order of magnitude or even three orders of magnitude. Overall, this isn't critical individually: three days instead of five minutes for an unusual product is a standard use case for an online store. A combination of many non-standard items can require an absurdly long time. How do you coordinate deadlines so projects don't drag on? The main rule is to simplify the process, not the deadlines. That is, the more a deal consists of instant and limited transactions, the less likely it is to drag on. In fact, my friends tend to take the opposite approach. It has a certain vibe and can help other things. But in terms of immediate results, it's not optimal. So, the more your deal resembles an instant one, the better. Your limit on originality should be spent only on what provides an advantage. Everything else in the project should be kept standardized to the point of boredom.