“Do it right the first time” is a useful principle, but only if approached realistically.
If you approach this as a religion, then you face two risks.
1. You may declare something “right” because you’re afraid to admit it’s not perfect. This effect is akin to the “zero accidents” goals factories set, which are met by denying that accidents have happened, thereby forgoing the benefit of learning from them.
2. You may may sit still forever waiting for the “right” solution.
Robert Townsend, author of the iconoclastic classic Up the Organization, describes the “do it right the first time” mandate as one of the things that stifle creativity in organizations.
In lean manufacturing processes, this is a valid principle, because it’s easier to take the time to make something right while it’s on the factory floor, where it can be done safely and efficiently with all the necessary resources at hand, than out on the lot or warehouse after it’s been built wrong. But this is part of an iterative process, not a one-shot burst of perfectionistic genius.