Plausible scenario:
- All signals show “go.” Internal testing passed. Make the release announcement.
- Start rollout on Thursday, as announced, to a very limited audience. Possibly early testers with special relationships to Lucid with a direct feedback channel. Monitor telemetry closely. Staged rollouts is a best practice within the software industry.
- While waiting for a “go” signal from the initial test group to continue the rollout on Friday, someone raises an alarm.
- No one knows whether the problem is serious enough to stop the release. Mad scramble by the software team to start investigating the problem. No announcement is made, because there is not enough information to make a plan, let alone announce it.
- Software team works on the weekend. Can we let the bug pass? Can we make a quick fix?
- On Monday, execs want answers. They know Lucid’s reputation is on the line. They need to make a call. By the end of the day, the software team decides the release needs to be halted.
- Announcement made by the end of the business day.
It’s easy to be an armchair quarterback for those who have never coached in their life. It’s easy to yell, “that was such a stupid pass, you shouldn’t have thrown that interception.“ As much as we complain on the sidelines, nobody feels worse than the actual players in th