Most slow product teams aren't timid. They're rationally careful, because finding out you were wrong is expensive where they work. Research gets shaped to fit the plan, roadmaps drift toward whoever spoke last, and nearly everything in the backlog is a "must have." Asking people to be braver doesn't fix that. Making it cheap to change your mind does. Jonathan Sheffi's division is becoming a standalone company, which gave his team the chance to rewrite how product works. He shares the diagnosis they wrote and the plan they are starting to run: Write down what would change your mind before you do the research (a rule borrowed from clinical trials), make "no" a safe answer for the person who finds it, and make fewer commitments and keep them. This is experimentation for enterprise teams, where a test is a dozen customer conversations.