第七章 Bets, Not Backlogs 下注，而非待辦清單¶
Now that we’ve written a pitch, where does it go? It doesn’t go onto a backlog.
現在我們已經寫好了提案，那接下來該怎麼辦？它不會被放進待辦清單。
No backlogs 沒有待辦清單¶
Backlogs are a big weight we don’t need to carry. Dozens and eventually hundreds of tasks pile up that we all know we’ll never have time for. The growing pile gives us a feeling like we’re always behind even though we’re not. Just because somebody thought some idea was important a quarter ago doesn’t mean we need to keep looking at it again and again.
待辦清單是一個我們不需要承擔的重擔。數十個，最終甚至上百個任務堆積起來，我們都知道我們根本沒有時間處理它們。這個不斷增長的堆疊給我們一種總是落後的感覺，即使事實上我們並沒有落後。僅僅因為某人認為三個月前的某個想法很重要，並不代表我們需要一遍又一遍地看它。
Backlogs are big time wasters too. The time spent constantly reviewing, grooming and organizing old ideas prevents everyone from moving forward on the timely projects that really matter right now.
待辦清單也會浪費大量時間。花時間不斷審視、整理和處理舊的想法，會阻礙每個人專注於當下真正重要的即時專案。
A few potential bets 幾個潛在的賭注¶
So what do we do instead? Before each six-week cycle, we hold a betting table where stakeholders decide what to do in the next cycle. At the betting table, they look at pitches from the last six weeks — or any pitches that somebody purposefully revived and lobbied for again.
那我們該怎麼做呢？在每個六週週期開始前，我們會舉行「投注會議」，由決策者們決定下一個週期要執行的事項。在這場會議上，他們會審視過去六週內提出的提案，或是那些被特意重新提起並積極爭取的提案。
Nothing else is on the table. There’s no giant list of ideas to review. There’s no time spent grooming a backlog of old ideas. There are just a few well-shaped, risk-reduced options to review. The pitches are potential bets.
除此之外，沒有其他內容。沒有一長串的點子清單需要檢視，也不需要花時間整理舊想法的待辦清單。我們只專注於少數經過充分打磨、風險已降至最低的選項。這些提案就是我們的潛在賭注。
With just a few options and a six-week long cycle, these meetings are infrequent, short, and intensely productive.
由於選項不多且每個週期長達六週，這些會議既少見、短暫，又極具成效。
If we decide to bet on a pitch, it goes into the next cycle to build. If we don’t, we let it go. There’s nothing we need to track or hold on to.
如果我們決定投注某個提案，它就會進入下一個週期進行開發。如果不採用，我們就放手，不需要特意追蹤或保留任何東西。
What if the pitch was great, but the time just wasn’t right? Anyone who wants to advocate for it again simply tracks it independently—their own way—and then lobbies for it six weeks later.
那如果提案很好，但時機不對呢？任何想再次推動該提案的人，都可以自行追蹤——用自己的方式記錄——然後在六週後重新爭取支持。
Decentralized lists 分散式清單¶
We don’t have to choose between a burdensome backlog and not remembering anything from the past. Everyone can still track pitches, bugs, requests, or things they want to do independently without a central backlog.
我們不需要在「沉重的待辦清單」和「完全不記得過去的事情」之間做選擇。每個人仍然可以獨立追蹤提案、錯誤、需求或自己想完成的事項，而不需要一個集中管理的待辦清單。
Support can keep a list of requests or issues that come up more often than others. Product tracks ideas they hope to be able to shape in a future cycle. Programmers maintain a list of bugs they’d like to fix when they have some time. There’s no one backlog or central list and none of these lists are direct inputs to the betting process.
客服團隊可以記錄那些經常被反映的請求或問題，產品團隊可以追蹤他們希望在未來週期中完善的想法，工程師則可以維護一份待修復的錯誤清單，以便有空時處理。但這些清單都是獨立存在的，沒有一個統一的待辦清單或中央清單，而且它們也不會直接影響投注決策過程。
Regular but infrequent one-on-ones between departments help to cross-pollinate ideas for what to do next. For example, Support can tell Product about top issues they are seeing, which Product can then track independently as potential projects to shape. Maybe Product picks off just one of those top issues to work on now. Then, in a future one-on-one, Support can lobby again for something that hasn’t yet gotten attention.
定期但不頻繁的跨部門一對一會議，有助於交流並激發下一步的想法。例如，客服團隊可以向產品團隊反映他們遇到的主要問題，而產品團隊則可以獨立追蹤這些問題，視為未來可能發展的專案。或許產品團隊現在只會處理其中一個最重要的問題，而在之後的會議中，客服團隊則可以再次爭取尚未被關注的事項。
This approach spreads out the responsibility for prioritizing and tracking what to do and makes it manageable. People from different departments can advocate for whatever they think is important and use whatever method works for them to track those things—or not.
這種方式讓「優先排序」與「追蹤該做的事」的責任得以分散，使其變得更易管理。不同部門的成員可以為他們認為重要的事發聲，並用適合自己的方式來追蹤——或者根本不追蹤。
This way the conversation is always fresh. Anything brought back is brought back with a context, by a person, with a purpose. Everything is relevant, timely, and of the moment.
如此一來，對話始終保持新鮮。任何被重新提出的議題，都是由一個有明確目的的人，在特定的脈絡下帶回來的。這樣的討論才會真正相關、及時，並且緊扣當下的需求。
Important ideas come back 重要的想法會自然浮現¶
It’s easy to overvalue ideas. The truth is, ideas are cheap. They come up all the time and accumulate into big piles.
我們很容易高估想法的價值，但事實是，想法很便宜——它們隨時都在出現，最終累積成一大堆。
Really important ideas will come back to you. When’s the last time you forgot a really great, inspiring idea? And if it’s not that interesting—maybe a bug that customers are running into from time to time—it’ll come back to your attention when a customer complains again or a new customer hits it. If you hear it once and never again, maybe it wasn’t really a problem. And if you keep hearing about it, you’ll be motivated to shape a solution and pitch betting time on it in the next cycle.
真正重要的想法，會自己回到你面前。你上次忘記一個真正偉大且鼓舞人心的點子是什麼時候？如果某個問題沒那麼關鍵，比如一個偶爾影響客戶的 bug，那當客戶再次反應，或新的客戶遇到相同問題時，它自然會再次引起你的注意。如果某個問題只被提過一次，然後就再也沒人提起，也許它根本不是個真正的問題。而如果它不斷被提起，你自然會有動力去完善解決方案，並在下一個週期爭取投注時間來處理它。