The vast majority of projects seem to not meet their stated goals or KPIs or mission, be late, not follow remotely the planned path, etc. Whether blame falls on poor execution, poor planning, or overpromsing, those are precisely the things that chosen leaders are supposed to have been chosen to avoid—and what they would in theory fail downwards for. Unpredictable things do happen, but the regularity of these outcomes for projects (and products as a whole) means we're systematically choosing the wrong ones, there aren't enough capable ones (period), and/or that we shouldn't be org'd to need them in the first place. The last one is simply saying that if the environment is unpredictable enough that you can't plan well, then let's not spend time and money on planning. That in itself axes large chunks of the things product leaders do before work starts.

It makes iterating a more likely plan, but most teams and workstreams don't iterate too much. The iterating that sometimes is done is typically downstream of the plan, strategy, architecture that leadership leadershipped. They might do better without all the planning and overpromised timelines, which gut iterating. Iteration is only sort of a strategy anyhow (depends on what layer we're talking about when we say strategy). Iteration is what hedges a lack of vision.

Another example: current CEO of Cerebras, is an SEC felon from a prior company (for cooking the books), and now he's CEO of a public company.

(I'd ask some LLM to research it but the people who would be doubtful it's false significantly overlap with the people who distrust LLMs, so I'll just leave this as a random guess and nothing more.)

https://www.justice.gov/usao-dc/pr/united-states-intervenes-...

The simplicity of using it and the lack of operations is really why most people tend to reach for it over a relational option, although over the years the burden of managing an RDMS has consistently gone down.

The Fertitta brothers are who actually bought it. Before owning the UFC, Lorenzo Fertitta was on (maybe the head?) of the Nevada State Athletic Commission- the very body who were refusing to sanction UFC events at the time, and the most important governing body in the combat sports world.

Obviously the UFC was hurting bad at that time since they couldn’t be sanctioned, were getting booted from arenas they booked, and were getting dropped by Pay Per View carriers. This decimated their value and the Fertittas scooped up the company for a song.

All of a sudden, now that they owned it, the sanctioning bodies agreed on a set of unified MMA rules, the UFC was re-sanctioned, and they started selling PPVs again.

It was actually quite a success from the very beginning. Their troubles were likely imposed on them by their prospective buyers in order to get the sale done, and all they and Dana White did really were take their foot off the company’s neck.