Sometimes you don't need to experiment. Sometimes if the business, you know, if let's say activation rates go up 6% versus 7%, that precision actually doesn't help all that much beyond being able to say in your performance review, hey, I increased activation by 7%. So experiments can be expensive. But generally my advice is to experiment when you need to and to primarily see it as a risk mitigation tactic when you're making dramatic changes. It feels to me like that is the default culture, especially as growth teams become organizations.

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