Most teams don't fail because they ship nothing. They fail because they ship a lot of work that never moves the numbers, incurring shipping costs from unsuccessful features.
When I'm under pressure, the trap is simple: I treat "a good idea" as "a shippable idea," blind to the complexities akin to international shipping. Then two weeks pass, the result is muddy, and I'm arguing over anecdotes.
The fix is choosing an effect worth shipping before I write the first ticket. Not a perfect forecast, just a clear threshold tied to money, time-to-learn, and risk. This is how I keep experimentation honest and keep a growth roadmap from turning into a wish list.
Start with the money, then constrain the measurement window
If I can't translate a change into its declared value (or a leading indicator that reliably predicts dollars), I'm not doing decision making, I'm doing storytelling.