+While working, I realized that solving problems isn't just about addressing what's in front of you, but about being able to define the problems themselves. And, perhaps inevitably, problem definition must occur within the context of the market before us - what we want to or need to do. No matter how brilliantly I could develop features, if the development period is too long and we miss the timing to capture users' attention, it's worthless from the company's perspective. Conversely, if we rashly tackle tasks without careful consideration, technical debt accumulates too quickly. When system expansion becomes inevitable, critical bugs emerge, making it difficult to meet new user needs. If users want a faster, higher-performance service, adopting a slightly niche but performance-guaranteed technology can make it hard to find collaborators and research materials. This could potentially impose an overly burdensome workload on the development team. Such workload reduces team flexibility, making new service development challenging and potentially slowing the company's growth. I'm unsure how many problems I've defined, solved, and redefined according to changing circumstances. Looking back, while this work wasn't easy, it was quite interesting.
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