In 1983, Michael Bloomberg unveiled a desktop computer known as “the terminal” that would revolutionize financial markets. The keyboard, initially called the Chiclet, was toy-like. None of the yellow keys worked when it launched. The yellow keys were for major markets-commodities, equities, municipal debt, preferred stocks, mortgages, money markets, governments, corporates, and currencies. Initially, only government bonds worked. The rest of the features weren't completed for three to seven years.
There is a lesson in this story-don't be afraid to put things out there even if they are half-working. The Bloomberg terminal is a major success story today because Mike Bloomberg was comfortable letting go of perfectionism.
This is a story of momentum.
It is not about talent, luck, or even the quality of your decisions, but it is about how quickly you shrink your timeline from thoughts into action. Action drives clarity and it beats overthinking every single time.
Shrinking your timeline, knowing what is urgent vs important and shorter decision-to-execution cycles are superior than timing the moment. The tighter the space between deciding and doing, the faster the insights come from these feedback loop cycles.
You shouldn't force speed when your goals aren't clear, or when the stakes demand precision over pace, like sending astronauts to the moon. Acceleration happens when you are aware of what you are chasing. False urgency leads to mistakes and unnecessary stress that depletes your energy. You don't want speed to turn into noise.
Urgency is a force multiplier when your goals are clear because it kills hesitation. Your team sees and feels momentum, your doubters turn into believers, and the micro-changes start to compound.
The forcing function of momentum is urgency. Momentum builds on momentum. Each quick win creates energy for the next one. It compounds into a competitive advantage.