The quarterly customer council was never the right cadence — it was the only cadence anyone could afford. Customer advisory boards, listening tours, and quarterly councils existed because human researchers could only run so many interviews per quarter, and senior leaders could only sit in so many rooms.

Continuous discovery habits — the practice popularized by Teresa Torres of weekly customer touchpoints feeding an opportunity solution tree — fail in most product organizations not because teams reject the framework but because the recruiting, scheduling, and synthesis tax makes the weekly cadence physically impossible.