Herzberg applies opposite risk tolerances to product and marketing decisions at Wiz, on the theory that the two have very different reversibility and cost profiles.
Applying a single risk posture uniformly across both functions — either being too conservative in marketing or too experimental in product — wastes the asymmetry. The value of the framework is setting risk tolerance by the actual cost of being wrong in that function, not by a company-wide default. See Breaking Category Branding Norms (Wiz's 'Magic' vs. Cybersecurity Fear-Branding) for what this posture enabled in practice.
The underlying justification Herzberg gives: product decisions are high-cost and close to irreversible once shipped and adopted, so they warrant a cautious 'less is more' filter, whereas most marketing experiments (a campaign, a piece of content, a booth design) are cheap and fast to run and abandon, which justifies a high-volume 'try everything' posture instead. See Novelty-Booth Strategy for Low-Awareness Brands as an example of a low-cost, high-variance marketing bet under this posture.