The biggest thing that I notice here is
For the first half-year after launch, app performance was poor. The A.me team half-expected ByteDance to kill their project. Yiming, however, reasoned that it was worth continuing. He believed that A.me was on the right path, just that they hadn’t done a good enough job executing.
This is generally really difficult for leaders to do! Now I’m interested in learning more about the thought process behind this. What about the feedback made him think that it was an execution problem, and not that the market wasn’t a good fit for them?