Menlo's weekly "show and tell" meetings involve the client directly in the development process. By having clients demo the work and plan the next week's tasks, the team ensures continuous alignment and avoids the common pitfall of delivering a finished product that misses the mark after months of isolated work.

Mandating AI usage can backfire by creating a threat. A better approach is to create "safe spaces" for exploration. Atlassian runs "AI builders weeks," blocking off synchronous time for cross-functional teams to tinker together. The celebrated outcome is learning, not a finished product, which removes pressure and encourages genuine experimentation.

To foster innovation, Kanji's marketing team holds a "Shark Tank Day." Team members pitch creative ideas to a panel of "sharks" representing their buyer persona. This gamified process surfaces proactive strategies (like an AI-powered "roast your tech stack" tool) and secures cross-functional buy-in.

Instead of killing underperforming products, Vercel's culture encourages teams to find the valuable "nugget" within an idea and continuously iterate. Products don't die; they evolve through collaborative feedback, avoiding the typical "product cemetery" seen at other tech giants.

Instead of debating hypothetical ideas, tools like Vercel's v0 let anyone build and present functional prototypes. This shifts the conversation from prioritizing abstract concepts to evaluating tangible results, allowing teams to defend the merits of an actual working idea.

The host built a simple website for a community challenge. Because the project was "vibe coded" with low stakes, a user-suggested "Teams" feature was implemented in just 10 minutes, leading to rapid adoption by over 200 teams.

The V0 team dogfoods their own AI prototyping tool to define and communicate new features internally. Instead of writing specification documents, PMs build and share working prototypes. This provides immediate clarity and sparks more effective, tangible feedback from the entire team.

Formal slide decks for sprint readouts invite a "judgment culture." Instead, use an "open house" format with work-in-progress on whiteboards. This frames the session as a collaborative build, inviting stakeholders to contribute rather than just critique.

Elf's CEO hosts product review meetings every two weeks that are open to all employees, regardless of role. He actively monitors the meeting's chat for feedback, believing the best ideas can come from anyone, like an inventory planner with a contrarian view on a new product.