Ray Cao: recommendation

Transcript context

…Awesome. Okay, so there's a few threads I'm going to follow later. You talked about the product development process, so I'm going to want to spend time there, also about how to be successful in TikTok both as a creator also as a business, I'm excited to hear your advice there. But I want to spend a little more time first on just what it's like to work within TikTok and the culture of TikTok. What are some core principles or values or just how TikTok operates if you had to identify, here's the ways that we all think about what we want to do and the most important to your day-to-day work, what words and concepts come to mind? The number one thing resonating really, really well with me is context, no control. Oftentimes when we are looking around companies different sizes, we're looking at how to collaborate. Oftentimes we see the behavior that a lot of people just working on a smaller piece based off their job description. So hey, you're working on go-to-market and you're working on data analytics, and you're working on this book of business and commerce, and you're working on auto industry for example. A lot of times that these human-made silos is actually slowing things down because humans are not, or our talent, they're not supposed to be categorized into different basket. They may have their own majority responsibility for sure, but we don't want to cap them into this kind of a box we created. That's really why we're always encouraging people to think out of the box and think more and think themselves as a business owner rather than a piece of machine that keep the machine running. Oftentimes that will say context, no control. That means you actually can go above and beyond to really think about your whole business problem as your own problem and your piece is maybe one part of it to solve the puzzle, but how do you actually solve the puzzle by connecting all the dots together, we're encouraging all the people to think like that way and by that I think we kind of mentally break out those walls. So encouraging our team members to do a little bit more thinking is very important. It's a little bit more thinking because the think part is very important. And then, now in terms of getting things into behavior or changes or getting to action, then you need to really collaborate with other teams because we don't want to necessarily creating, hey, you're on other people's working group now you're actually stepping on other people's toes now. It is not the situation we're trying to encourage in, but where it's encouraging more is context, no control, think more about how you can change it and then we you do really actually take some actions, be active. You reach out to who's supposed to be the owner of that and then have a discussion so then you you're able to connecting the dots altogether. So that's one thing I think it's very unique to our culture. I think it's very, very important for us to continue to grow at this speed because everybody have a, I would say, full visibility towards our full ownership to their mindset, how they can contribute. And the key there is context implying you give them all the information they need and then let them just do things without giving them specific instructions, "Hey, I need you to hit this goal, work on this project, launch this thing. Here is what we know, do the things you think are best, roughly." Right now, I know it's not just like anyone does anything, but I imagine that's kind of the implication there.…

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