Nan Yu: evaluation

Transcript context

…So many untitled folders. Yeah, so many untitled folders because the moment you say new folder, it starts saving it, and then you don't actually mean for that to happen. So, we had those two sorts of variations that we built, and we fell through and where we ended up was a balance between those two. So, what happens is if I'm creating a new issue, like I am here, and I close it out, it'll interrupt me, like we have to interrupt you, otherwise it feels too unsafe. So, I can save the draft, I can go to my drafts, and then if I'm in this draft I've already made, and I go in there, and I start to say, "Okay, I'm going to keep working on it," but then I get interrupted again, then I'm just going to auto-save it for you. There's no point. I'm not going to ask you again. I'm always going to auto save it because I'm not going to create a new object. I'm just making modifications in place. So, we made this very specific choice of on a brand new issue, we will interrupt you, and then on an existing draft that you're messing around with, we're just going to auto save everything and someone doing a analysis. If they did a detailed teardown of these decisions, they might say like, "Wow, they made very specific choices here," but the path to get there is to do something totally extreme in one direction and then totally extreme in another direction and then find where they really meet up. Such a good example, the way that you described it is you went like here's the safest route. Here's the fastest version. Where did you come up with these list of options? And for folks that are trying to do this for their company, are these like... Because these are Linear principles, we're going to be very fast. Is this the way you think most companies should operate these sorts of attributes? Do you think it's specific to what makes their product different? How do you think about that?…

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