---
id: "quote-living-experiment"
type: "quote"
source_timestamps: ["§ A Playbook to Customize Scheduling"]
tags: ["continuous-improvement", "agile-operations"]
related: ["framework-customized-scheduling-playbook", "action-quarterly-retention-reviews"]
speaker: "Santiago Gallino and Borja Apaolaza"
speakers: ["Santiago Gallino", "Borja Apaolaza"]
quote: "Organizations should turn scheduling into a learning system. They should monitor patterns, build feedback loops between analytics teams and store managers, review retention metrics quarterly, and refine scheduling rules accordingly. In effect, scheduling should be a living experiment rather than a static policy."
sources: ["tail1"]
sourceVaultSlug: "hbr-seg-tail1"
originDay: 1
articleStem: "hbr-tail-111-service-worker-churn"
sourceUrl: "https://hbr.org/2026/03/the-solution-to-service-worker-churn"
sourceTitle: "The Solution to Service-Worker Churn"
---
# Scheduling as a living experiment

> "Organizations should turn scheduling into a learning system. They should monitor patterns, build feedback loops between analytics teams and store managers, review retention metrics quarterly, and refine scheduling rules accordingly. In effect, scheduling should be a living experiment rather than a static policy."
>
> — [[entity-santiago-gallino|Santiago Gallino]] and [[entity-borja-apaolaza|Borja Apaolaza]]

The long-term operating stance: scheduling is never "set and forget." This is Step 4 of the [[framework-customized-scheduling-playbook|playbook]], operationalized as [[action-quarterly-retention-reviews]].